Case Study Analysis Essay Example | Topics and Well Written Essays - 2000 words - 1

Case Study Analysis - Essay ExampleBabcock conducted wide level strategic miscellaneas specific exclusivelyy in areas of process re-engineering, attention restructuring as well as peoples management. Efforts were successful and within first category of performance Babcock managed to generate efficiencies in excess to targets across the board without compromising any security risks and services. Babcock over years developed successful relationship with all stakeholders resulting Faslane to become home base for the entire UK submarine fleet. The case assessment herein provides the review of the strategic measures exercised by Babcock for the purpose in relevance to academician management literature. CASE STUDY ANALYSIS The strategic changes undertaken by Babcock from 2002 to 2010 changed the strategic model of Faslane. Broadly, the change has been taken in the areas of process re-engineering, peoples management with flattening management structure etc. The section provides the as sessment of the referred changed from three aspect as discussed as follows Describe the Strategic Change Context In 2002 The change undertaken at Babcock has can be defined as the transformational change among options set out below (Balogun, J. (2001) Transformational change requires changing in believes and the culture in all ( trickson, Whittington, & Scholes, 2011). As noted in the description people at Faslane were more towards Inwards River fencing than actually intending to serve the Navy. John Howie the managing director of Babcock then in any case declared that efficiencies in the project are to be explored by changing the mindset of the people serving at Faslane to delivering services with minimum possible cost. Babcock take the strategic path for change with intense consideration adhered to factors that are sensitive to firm. These considerations were given to underlying situation of the firm within outer, middle and internal consideration as follows (Balogun, J. (2001) Changes undertaken were strictly aligned to maintain with the organisational context as focus. Therefore, focus was made changing attitudes and processes than organisation. Low level changes were timed on first place with managerial transformation in later phase. Scope was maintained to change the attitudes towards jobs than changing jobs or people. Such as processes were engineered to ensure value addition to the processes ensuring exact steps preserved while eliminating wastes and redundancies. Almost entire staff was moved towards change with exploring change and efficiency possibilities and capabilities across the board. Small level readiness of employees for changed were deepen with consistent communication and increased sharing of power. Restructuring, top-down path and participative approach, management leveraging support to understand the value addition paradigm of serving with least possible expense, leadership and involvement of change action team formed the defining c haracteristics of the strategic change design implemented by Babcock at Faslane. For much(prenominal) change implementation Babcock undertook measures that consistently increased the strength of factors that appreciated and supported change (Milicevic & Ilic, 2010). In line with Lewins Force field analysis (Thompson & Martin, 2010), John undertook measures that in like manner weakened the forces resisting change. Change drivers originally strengthened from the Babcok gaining contract for the job. Further, consistent contact with stakeholder ensuring the enhanced quality of service while reducing bureaucratic pressures from employees also