Change management in the Irish leisure industry. A public sector perspective
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BA (Hons) in Business Studies
Dublin Business School
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In this paper I have carried out research in the area of Change Management in the Irish Leisure Industry. More specifically from a public sector (Local Authority) perspective so the company I have used is Kildare County Council. As part of this paper I looked at the following areas, findings and recommendations as follows: Introduction, Background, Aims and Objectives: In this section I have listed my aims and objections in accordance to the background of the problem,; on Change Management. Literature Review: Here I looked at a number of sources internal and external to Kildare County Council. I have described areas, which I use as supporting activities when delivering the results in this paper. Data Collection Methods: in this chapter I have described the methods I used in researching the qualitative data for this paper. I have looked at the cost benefits associated with the research through self-:-administered, open ended and specific questionnaires. Data Analysis and Results: In the analysis section I have listed the areas that are linked to the various qualitative outputs. In the results section I have used the findings of my analysis to map out possible benefits for the organisation entering into the Change Management process. Conclusion and Recommendations: In the conclusions I have discussed summaries of my paper and how I have met the objectives set out at the start of this paper. In the recommendations I put forward processes in which Change Management should be implemented and used. Findings 1: There is acknowledgement for the need for this process by a lot of the staff involved in the research. Findings 2: From the research of external sources, the area of Change Management is growing, and is seen by most companies as a priority for survival in the current market. Findings 3: The benefits of implementing this process out number the costs. Companies who have implemented this type of programme generally gain significantly from it in the medium and long term. Recommendation: I believe with the correct communications system and policy in place it will help the different centres communicate with each other better and improve the two way link to Head Office. Recommendation: I recommend that formal procedures for training need to be developed across all centres. This will have financial savings and help staff retention. Recommendation: I believe that the 10 step model by Kanter (1984) should be studied in the context of every centre and applied where necessary as it highlights the need for change and gives a step by step approach to dealing with it. Recommendation: The industry should take the people approach in order to remain competitive. This can be gained through multi skilling. Recommendation: I recommend an organisational approach be introduced as it makes us look at the organisation as a whole and how our business emphasis is focused in terms of geographic spread and service. Recommendation: The role of operations needs to be considered as analysis points to the need for this to happen. Several reports state that consolidation under one Department needs to happen to give a more strategic focus on the service delivery. Recommendation: Restructuring has been highlighted in the context of appropriate management, staff development and staffing and it looks at the possibility that this needs to happen to ensure that the centres can become market leaders in their areas with the latest services. Recommendation: In order for Change Management to take place we need to reduce the resistance element as much as possible. Peck (1998) has a programme for resistance reduction, which we should attempt to introduce. Recommendation: The HR frame is part of an overall model for synergy called the 4-frame model. This model looks at the total alignment of an organisation to make it more efficient and the HR frame plays a vital part. I believe this is important for the Industry to both flourish and retain key staff that are currently leaving.