1. Management, Teamwork and Change
Dr David Bamford
Manchester Business School

2. Key questions and focus…
What direct impact does a difficult or stressful context have on the nature and quality of management and teamwork?
What is the wider learning and practical implications from your experience?

3. 1. The Literature! Management Theories · Classical Management Theories
Human Relations
Contingency Theory
Organisational Change
Planned approach
Key organisational
Emergent approach
Various Holistic Models
change theories
Corporate Culture
Acknowledgement of
patterns, personalities & stories
culture as a factor
Role of strategy with change
link personnel & business strategy
Management strategies
use of change as a strategy
use change
organisation cultures adapt to external environment
Role of the manager
Managers control, define
influence upon change?
and implement change

4. A Conceptual Model of the Literature1. 2.
Key
Management
Theories
Key
organisational
change theories
Managers
control, define
& implement
change
Organisational
Change
Acknowledgement
of culture as
a factor 5. 3.
Management
strategies
use change
The Environment 4.
(Bamford & Forrester, 2003)

5. 2. Research within the private sector
Background
Employ 21k people in 41 countries
Turnover approximately £2B
Manufacturing Sector researched= 1.6k people, £116M turnover
Objectives: they wanted an appreciation of how change was carried out…

6. Findings…(1)

7. Findings…(2)

8. Findings…(3)

9. Findings…(4)

10. Findings…(5)

11. Potential
change
screened /
filtered
Suggested
change
screened /
filtered
Analysis(1)
Influences
Implementation
instructed
Change
begins
Customers
Time
Middle
Management
Filter
Senior
Management
Filter
Potential
customers
- from
visits/audits
What is the nature & quality of personal insight & reflective practice of middle/senior management?
What significance and implications do these have when handled well?
Suppliers
- suggestions
made
Middle
Management
Senior
Management
Middle
Management
Change
Implemented
Personal
contacts
- within other
industries
Own knowledge
-college courses
-university courses
-professional
journals
-ambition
-knowledge from
previous jobs
Department
members
-personal insights
Previous change
programmes
‘Middle-out’ change

12. Analysis(2) Why is the change literature mostly ignored?
Repeats
Analysis(2)
External Influences
economic
legislation
popular literature
change consultants
social setting
shareholders
customers
(existing & potential)
Internal Influences
Financial reporting
operational mgt
other senior mgt
internal legislation
mgt structure
prevailing culture
history of organisation
new employees 1
Why is the change literature mostly ignored?
What is the potential for the quality of the management and teamwork if it were paid greater attention?
What are good sources of change literature?
Change
literature
mostly
ignored
See
fig 1.0 2
THE ORGANISATION
Change
Programme A
Change
Programme B
Change
Programme C
Change
Programme D 3
initial influence
+ve
initial influence
+ve
initial influence
+ve
initial influence
+ve 4
Fails to
complete
objectives
Achieves
objectives 5
Change projects pass into organisation history 6
Emergent influences & aspects of change (EIAC) Model

13. Some conclusions from the research…
Underlying logic that steers change programmes identified - highly reactive
Operational managers fully aware of issues surrounding change and believed ‘official’ communication ignores the complex reality
Organisational change was mainly emergent
Link between change programmes & ‘improvement’ is contingent - certain groups have a vested interest

14. 2. Some results from research within the NHS
Background
NHS the 2nd largest organisation in the world!
Public Health Laboratory Service (PHLS) now disbanded – most of the lab network transferred to the newly created Health Protection Agency (HPA). Various other functions to be transferred from other organisation
Change initiated by Chief Medical Officer for England's strategy for combating infectious diseases (‘Getting ahead of the curve’, 2002)
Analysis of the process of change
Evaluate the validity of existing change management models

15. Findings…(1)
Failure to make key appointments sooner was identified as a significant problem by the majority
Only one quarter felt they had any real involvement in shaping the way the changes were taken forward
Half commented on poor project management (e.g. Coram & Burnes (2001) - the remoteness of change leaders in many public sector change programmes, can present problems)
Half thought the short time scale had an adverse impact on the process of change

16. Findings…(2)
The majority felt well informed about the proposed changes
But only a third felt well informed about the reasons for change
Half thought the change process was well managed
The formal process of consultation with Trades Unions was acknowledged, but appeared to have negligible impact at local level

17. Comparison of Lewin’s Organisational Change Model to the changes involved in establishing the HPA and transferring PHLS laboratories to the NHS
Table 1
LEWIN’S CHANGE MODEL:
(Planned Change)
CHANGE EVENTS establishing the HPA and transferring PHLS laboratories to the NHS:
UNFREEZING:
 Dismantle the PHLS
 Disestablishing the NRPB and MRA
 Remove some Health Protection activities from parts of the NHS
 Remove some aspects of chemical hazard response from a number of University Departments
MOVEMENT:
 Transfer some PHLS Laboratories to the NHS
 Transfer the remainder of the PHLS to the HPA
 Transfer all the assets of the NRPB and MRA to the HPA
 Transfer staff and some assets from parts of the NHS and some Universities to the HPA
 All movements to be completed by set date
REFREEZING:
 Combine all the functions transferred to the HPA, into a coherent single organisation delivering high quality health protection services
 Integrate the PHLS Laboratories transferring to the NHS into the local NHS, Pathology Service

18. 4. Change Managers have all the information they need
Evaluation of the approach to Change taken in creating the HPA and transferring PHLS Laboratories to the NHS using Hayes Model
Table 2
HAYES MODEL:
OBSERVATIONS:
1. Level of Urgency
The response to terrorist threats imposes an urgent need for change
2. Clarity of End State
The creation of the HPA and transfer of laboratories to the NHS is clear.
3. Level of Resistance
This will be discussed in more detail later, but the evidence suggests that whilst there was adverse press coverage about some aspects of the changes, there is primarily broad support or a neutral response to the changes
4. Change Managers have all the information they need
This is difficult to assess from the evidence.
5. Level of Trust in
Change Managers
The evidence suggests that the change managers were not well known
6.Plan can be
Implemented by
without Commitment
from Others
The establishment of the HPA and transfer of laboratories could be achieved without widespread commitment. However the medium term project of organisational development within the HPA will require widespread commitment.

19. Some conclusions from the research…
The reasons for the change, together with a vision for the future need to be clearly stated and effectively communicated
Through effective and positive leadership, the organisation needs to become committed to the change process and develop a culture, supportive of change
The organisational change process needs to be well managed in a way that is:
sensitive to the impact of organisational change on the whole organisation and individuals within it
appropriate to the contingent environmental conditions at the time

20. Key Issues from these cases?
What implications can be drawn from these?
What ways are there of enhancing management practice and team working?

21. Key Issues…(1) Reliance on ‘successful’ models…
Outcomes tend to take precedence over process…
Perceived gap between talk and action…
Positive value of change is never questioned in any of the cases
An emphasis on quantifiable results/outcomes for senior management…

22. Key Issues…(2)
History of past change makes long-standing members very sceptical of new efforts to implement significant change programmes
Mechanisms used to institutionalise changes fall victim to same organisational deficiencies they are trying to remedy
The important of culture and subculture