 All organisations must go through periods of change.  Changes are sometimes planned for…and sometimes they are forced.  In any case, the change needs to be well planned with clear goals established.  Action points need to be drawn up and these should try to minimise the effect of change where possible.

 The change then needs to be implemented.  During the implementation of a change, factors could arise that halt the progress of the change.  These might include: › Staff resistance › Changes in work practices › Changes in work culture  These problems need to be removed to help the change progress smoothly.

 In order minimise the effect of problems the process of change needs to be well managed and the following should be considered: › Staff capability › Staff views › Systems and equipment › Accommodation

 Staff skills should be audited and utilised where possible.  Where there is a skill shortage, staff should be retrained.  This should happen at an appropriate time to ensure that skills are not forgotten (too early) or not learnt fully (too late).

 If a change results in highly skilled workers doing less demanding jobs, it can lead to the workers feeling demoralised.  This is known as de-skilling.  If a staff member feels that they have skills to offer which aren’t being used, they may become resistant to the change.

 Sometimes, staff will be reassigned to new departments. This can have both positive and negative effects: › Negative  Staff often form friendships within a department and moving people out of departments can have a demoralising effect. › Positive  Staff can work more efficiently and feel happier in their new roles.

 Read through the example on page 205 of the text book.  As you read through it, identify the key facts that relate to what you have just learnt.

 Staff views are essential.  They know what changes need to take place (in most cases) and their views should be considered and valued.  Consultations are often used as a way of allowing staff to communicate ideas to change.  Management will then analyse these views and see how they can work them into the change plan.

 When staff views are not heard, staff may respond negatively to the change.  For instance, some staff go on strike and unions may get involved.  This has happened in education a few times, and entire unions have gone on strike over certain changes.  In recent news, you may have heard about primary school head teachers refusing to make their students sit SAT tests this year (2010).

 If a change does take place, the worse thing to happen is that the system doesn’t work! › This would just add fuel to the fire.  If the system proves to work staff may come around in the end…  Systems need to be thoroughly tested to make sure it does work properly.  People in charge of procuring the equipment need to ensure it is compatible with the new system and will work properly.

 This involves thinking about: › The deadline the change needs to take place › Who needs training and by when › When data needs to be transferred to the new system › Roles and responsibilities are explained  If something goes wrong, the management need to have a plan B in place.

 People need places to work and equipment needs a place to sit!  One common oversight is when a new system is installed, there might not be enough power sockets!  This should be identified as soon as the new system is designed.  New departments might also be created because of the change and where they go needs consideration.

 Put your builder’s hat on…  You’ve just been asked to redevelop an ordinary classroom into a computer room with 30 computers in it + 1 for the teacher with a projector and interactive white board.  What changes would need to take place? Discuss the factors that would need to be considered including: › Staff capability › Staff views › Systems › Equipment

 Read through this webpage. ›  Answer the questions on page 207.  Describe the considerations that must be given to staff views when managing change. [4 marks]  Describe factors that should be considered when managing the changeover of systems and equipment. [6 marks]