M6A1: Critical Review: When Faculties Merge – Communicating Change
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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.