case study on management of change

1. PRESENTATION ON
CASE STUDY OF MANAGEMENT OF CHANGE
BY: NIDASHA_ MBA(FT) 3rd SEM
INSTITUTE OF BUSINESS MANAGEMENT
CHATRAPATI SHAHU JI MAHARAJ UNIVERSITY KANPUR

4. •To make recommendations for managing organizational
change.
•To analyze the change programme from the perspective
of one group of affected individuals, employees of Public
Health Laboratory Service.
•To make observation about validity of existing change
management models.

5. PROPOSED DOCUMENT
The Chief Medical Officer (CMO) for
England produced a strategy for
Combating Infectious Disease, Getting
Ahead of the Curve, in January 2002.
BACKGROUND OF THE CASE

6. OF PROPOSED DOCUMENT
To produce a unified, multidisciplinary
response to health protection issues.

7. That had to take place in
order to implement the
proposed document
PHLS would be disbanded and its network of over 40 laboratories broken
up, with most laboratories being transferred to the management of NHS
Trusts.
The surveillance and specialist/reference laboratory functions and the
remainder of the network would transfer to the newly created Health
Protection Agency(HPA), together with the National Radiological
Protection Board (NRPB),Microbiological Research Authority (MRA) and
others from within the NHS and elsewhere.
Approximately 5,000 employees would be affected by the proposals.

8. The affected organization and the trades
unions, presented difficulties from the
moment the document was published.
The PHLS Board argued that the pace of
proposed change was too fast, posed a
potential risk to public health, and that
many of the proposals lacked clarity
resulting in potentially damaging
confusion.
The NRPB challenged the rationale for
their inclusion in the new HPA,
Resistance suggesting that a key strength was their
recognised independence which could
offered to be lost if subsumed
into the new organisation.
change…..

9. Considerable press coverage (e.g.
articles in The Times on 9 September
2002,
the Daily Express on 5 July 2002 and
the Health Service Journal on 15
August
2002) questioned the wisdom of the
proposals for breaking up the PHLS
laboratory
network.
The Head of the US Centres for Disease
Control in Atlanta also questioned the
Resistance
approach to the laboratory network,
suggesting that the UK was planning to
offered to
break up what the US was trying to
create.
change…..

10. Facilitating cues…
There was, however, broad support for the
overall objectives of the strategy from the
Board of Director’s of PHLS and NRPB.
The strategy would bring together the public
health response to biological, radiological
and chemical threats under one body for the
first time.
Also the transfer of PHLS laboratories to the
NHS had support if handled in a timely
fashion.

11. IMPLEMENTING
The Department of Health published a consultation
document in to establish HPA in the following two stages:
(1) as a Special Health Authority (SHA)
(2) as an Executive Non Departmental Body (NDPB)
A particular consequence of this decision was that the
PHLS would remain in existence until primary
legislation was passed to abolish it.
Also, because the PHLS could not remain on the statute
book as a moribund organisation it had to retain a
function and a Board of Directors.

12. ANALYSIS OF CHANGE MANAGEMENT FROM
THE VIEW POINT OF PEOPLE AFFECTED
50% of respondents identified the
short timescale as having
an adverse impact on the process;
there was a perceived rush
to get things in place before the
HPA was established.
Conversely, in some respects the
process had actually been
1. TIMESCALE too slow and had caused these
problems.

13. In response to questions concerning
2. INFORMATION communication the majority felt well
informed about the changes.
However, less than half felt that they
had been well informed about the
reasons for the changes, agreeing
that information needs to be
presented in a way that is relevant to
all levels within the
organisation.
The project management structure
involved a steering group,
a project team and detailed work
streams but this was not
well understood.
50% of those interviewed commented
on poor project management which
supports conclusions that the
remoteness of change leaders in many
3. PROJECT
public sector change programmes can
present problems.
MANAGEMENT

14. 4. INVOLVEMENT & CONSULTATION
The directive nature of the process, with
only those in privileged positions (25%)
feeling they had any real involvement in
shaping the way the changes were taken
forward, was an issue. Also whilst the
formal process of consultation with trades
unions was acknowledged, this appeared
to have little impact at local level.

15. PLANNED CHANGE

16. Lewin’s change Change events: establishing the HPA
model (1951) and transferring PHLS laboratories to
the NHS
Unfreezing Dismantle the PHLS
Disestablish 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
Refreezing All movements to be completed by 1 April
2003
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