M6A1 Critical Review: When Faculties Merge—Communicating Change Photograph of a businessman convincing his colleagues of his point of viewThere is rarely a one-size-fits-all approach to change; although, there are several guidelines that appear universal to the process. Regardless of the approach you chose, always maintain a balanced perspective, which is important as you manage and monitor change. This exercise is intended to offer you a balanced view to conventional top-down accounts of how senior managers manage change in their organizations. Begin by accessing the Excelsior College Library to find reliable and scholarly articles related to this assignment to expand upon the key topics. Write and submit a critical review of approximately 250–300 words. Make sure to follow the APA style (6th edition) for writing and include at least one relevant citation for your submission. Include the following: • Examine the differences in change strategies and management between senior management and first-line management. • Offer an example of what is considered a balanced approach to change, such as striving for a sense of urgency but also providing guidance and assistance so that employees move gently and confidently through the process. See the Course Calendar for the due date. Compose your work using Microsoft Word (or other software as appropriate) and save it frequently to your computer. When you’re ready to submit your work, click Browse My Computer and find your file. Once you’ve located your file click Open and, if successful, the file name will appear under the Attached files heading. Scroll to the bottom of the page, click Submit and you’re done. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Essay Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, these critical review assignments comprise 15% of the total course grade.

M6A1: Critical Review: When Faculties Merge – Communicating Change

Student’s Name

Date

Abstract

Examine the differences in change strategies and management between senior management and first-line management.

Offer an example of what is considered a balanced approach to change, such as striving for a sense of urgency but also providing guidance and assistance so that employees move gently and confidently through the process.

M6A1: Critical Review: When Faculties Merge – Communicating Change

Differences in Change Strategies and Management Between Senior Management and First-Line Management

The link between senior management and first-line management provides the highest levels of management in an organization. The first-line management being the supervisors of various sections in an organization provide a continuity of the change strategy and implementation of the change approach (Purcell & Hutchinson, 2007). The first-line management is directly answerable to the senior management that is responsible for making decisions as informed by the former. The senior management portrays the overall supervision of the management platform in an organization to induce a favorable change platform.

All communications made by senior management, for example, must all pass through the first-line management for successful implementation in an organization. On the other hand, the first-line management must get the approval of senior management to induce any change strategy. The senior management keeps in check the first-line management in the process of implementing strategic change in an organization (Dale, Van Der Wiele, & Van Iwaarden, 2007). These are significant features of the management that must work hand in hand for a successful realization of the process induced in an organization. The differences between the two levels of management entail the powers accorded to each one of them as the oversight bodies in an organization. The senior management is overall but must rely on the first-line management to execute any initiative in an organization, while, the first-line management relies on the former for approval and funding.

For example, in the implementation of a change strategy, the two levels of management are required to work together in a cooperative manner. This provides a balanced approach to change as each level relies on the other for the success of the process (Kaplan & Norton, 2001). In making decisions essential to implement the right change, senior management must consult the first-line management. On the other hand, the latter must get the approval of any venture in an organization from the senior management.

References

Dale, B. G., Van Der Wiele, T., & Van Iwaarden, J. (2007). Managing quality. John Wiley & Sons.

Kaplan, R. S., & Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management: Part II. Accounting Horizons, 15(2), 147-160.

Purcell, J., & Hutchinson, S. (2007). Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis, and evidence. Human Resource management journal, 17(1), 3-20.