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Overcoming barriers to change: A Corus case study Overview of the Case: Corus was formed in 1999 when the former British Steel plc merged with the Dutch company, Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40,000 people worldwide. Corus Strip Products UK (CSP UK) is based at Port Talbot and Llanwern, Newport in South Wales. CSP UK makes steel in strip form. This is used in markets such as vehicle manufacture, construction, electrical appliances, tubes and packaging. Corus aims to be a leader in the steel industry by providing better products, higher quality customer service and better value for money than its rivals. In 2005 CSP UK introduced a cultural plan for change called ‘The Journey’. The company wanted to address a wide range of business challenges, but the common theme was the fundamental way that people at all levels went about their work. The Journey focused on the values and beliefs of its people. Vitally, this was not limited to employees, but it included contractors, suppliers and other partners. This community of people together redefined eight core values. These provided the guiding principles by which Corus people would work. By early 2007, all employees had been provided with a booklet outlining the CSP Journey values and the behaviours the company expected them to follow. The new values encourage individuals to be accountable for their actions. For example, previously, there had been tragic accidents on site and other health and safety issues, such as poor driving behaviour. This needed to change. The Journey programme has taken a positive approach so that it now steers everything CSP UK does and underpins the culture of the organization. Questions: Analyze and discuss the five key elements of successful change management. Explore the processes of change associated with each element. Instructions to students: The answer must be in English. Students must include the following in Assignment copy (Name, Student ID, CRN, Date of submission) Answer the ALL questions. Assignments should be submitted in MS Word format. Font should be Times New Roman with 12 points. You are required to work this assignment individually. You should submit the assignment via the Blackboard only. Students, who submit assignments after deadline, will be awarded ZERO points. If any student found engaged in plagiarism, they will awarded ZERO marks in the assignment or course.

Overcoming barriers to change: A Corus case study

The change management procedure is considered as the order of steps or operations that a change administration group or project leader pursue to apply change management to a change so as to drive personal transition and ensure the project fulfills its intended results. The eternal surrounding in which various businesses operate is continuously changing and the company ought to respond to the changes to remain competitive and continue to fulfill the wants of their consumers. Corus was established when the former British steel plc came together with the Dutch industry, Hoogovens and it is now a subsidiary of the Indian-owned Tata group.

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Overcoming barriers to change: A Corus case study Overview of the Case: Corus was formed in 1999 when the former British Steel plc merged with the Dutch company, Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40,000 people worldwide. Corus Strip Products UK (CSP UK) is based at Port Talbot and Llanwern, Newport in South Wales. CSP UK makes steel in strip form. This is used in markets such as vehicle manufacture, construction, electrical appliances, tubes and packaging. Corus aims to be a leader in the steel industry by providing better products, higher quality customer service and better value for money than its rivals. In 2005 CSP UK introduced a cultural plan for change called ‘The Journey’. The company wanted to address a wide range of business challenges, but the common theme was the fundamental way that people at all levels went about their work. The Journey focused on the values and beliefs of its people. Vitally, this was not limited to employees, but it included contractors, suppliers and other partners. This community of people together redefined eight core values. These provided the guiding principles by which Corus people would work. By early 2007, all employees had been provided with a booklet outlining the CSP Journey values and the behaviours the company expected them to follow. The new values encourage individuals to be accountable for their actions. For example, previously, there had been tragic accidents on site and other health and safety issues, such as poor driving behaviour. This needed to change. The Journey programme has taken a positive approach so that it now steers everything CSP UK does and underpins the culture of the organization. Questions: Analyze and discuss the five key elements of successful change management. Explore the processes of change associated with each element. Instructions to students: The answer must be in English. Students must include the following in Assignment copy (Name, Student ID, CRN, Date of submission) Answer the ALL questions. Assignments should be submitted in MS Word format. Font should be Times New Roman with 12 points. You are required to work this assignment individually. You should submit the assignment via the Blackboard only. Students, who submit assignments after deadline, will be awarded ZERO points. If any student found engaged in plagiarism, they will awarded ZERO marks in the assignment or course.
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Some of the five critical elements of successful change management engage smooth approval procedures that entail the right approval checks as change requests are moved between various workflow phases. The second element is process automation as change success relies on being able to move procedures from one user to another with minimal delay or interference (Cameron & Green, 2015). The third element is governance tools as an excellent change management solution needs to feature built-in check and balances that assists a user to acknowledge the importance of change. Data access is the fourth element as change manager’s work effectively when they have the right information at their disposal. CAB is the fifth element applicable for any change management as it brings together information technology and corporate users to initiate long-term change goals into change operations.

Processes of Change in every Element

In the first element of smooth approval processes, the method engaged includes having the needed approval checks in place as the change process are moved between stages. It will also involve general approval status checks to submit requests logically. Process automation engages active transfer of operation from one user to the other. Governance tools assist users in understanding the things they are required to do and how they should be done.

 

Reference

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

 

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