Faslane case study. The HM Naval Base Clyde (Faslane) submarine base transitioned from being under the direct control of the MOD (Ministry of Defence) to a private company called Babcock International. With these substantial transitions, it was necessary

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University of Greenwich

NAME: SHATIL TAREQ

STUDENT ID NO: 0006930689

COURSE: BA (HONS) BUSINESS STUDIES

SUBMISSION DATE: 30/03/12  

        

Date: 09/03/12

Case Study

       Introduction:

The HM Naval Base Clyde (Faslane) submarine base transitioned from being under the direct control of the MOD (Ministry of Defence) to a private company called Babcock International. With these substantial transitions, it was necessary for Babcock to perform change management in order to smooth over the transition, as well as improve performance, which was lacklustre enough to demand the change in leadership. Both supervisors employed different change styles and levers of change in their revamping of the operations of Faslane, to rousing success.

  1.  In relation to sections 14.2.1 and 14.5, the types of changes that are being pursued at Faslane are adaption change, incremental change, and transformational change. Adaption change is a change that can be accommodated within the current culture and occur incrementally. It is the most common form of change in organisations, Incremental change is a process that adds new functionality and new properties to software. It’s an essential part of software processes such as maintenance, evolution, iterative development and enhancements, and agile development. Because of that, it plays an important role in practical software engineering, and by transformational change, we mean a change that is not merely an extension or improvement over the past, but a state change. For example, in the case study we could see that the adaption change has two connections where one is national of the change and the change has taken for a five year period time, so again the five year period is the big bang change as big bang change that refers maybe overnight, so it is incremental change and another dimension is the extent of the change and from the case study we know that the law have changed the casual i.e. operational change. So, it is knowledge transformational change which is relying on the change, so we match the two dimensions and jump into conclusion.      

  1. The change of style that John Howie has is direction change as direction change is the action of changing something. So, for example, in the case study we could see that John is making cost cutting changes where he signed a contract initially for a five year period to deliver £76(€83; $114) million of cost savings without affecting the service provided to the Navy. A percentage of that saving would come to us as profit; the bulk would go to the customer as cost reduction. However, a public sector manager who`s got wide ranging responsibilities and a fairly large budget has no incentive to reduce costs. They don`t share in any benefits and were brought up in a system where, if they hadn`t spent their budget, next year it would be cut. So they believed that a big opportunity might come from changing the mind set: to see their job as to deliver with the minimum possible spend, so this was the direction taken.  
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The change style of Craig Lockhart is collaboration change which in other word means resist changes. Leaders often react to the resistance with frustration and intolerance which does little to inspire employees to embrace change. For example, if we look at the case study we could see that everyone down to team leaders has become acutely aware that business performance is not something to be hidden. It has to be transparent, so if it was good news we would tell them its good news but it was always honest news. However, if there was bad news we would tell ...

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