Change Management differs in that it is the process, tools and techniques used to manage the human side of change to meet the required business need. Change Management employs the organizational tools used to help staff/individuals make a successful transition during the change process. The organization that I work for is called NEXUS, and it is the body that is charged with running and maintaining an integrated public transport system within the Tine and Wear region. NEXUS is funded primarily by the five Local Authorities that it serves, these being: Newcastle, Gathered, North Densities, South Densities and
Cumberland, and also by Central Government funding. Departments within the NEXUS organization are as follows:- Business Development; Communications; Customer Services; Finance and Resources; Health, Safety, Environment and Quality; and finally, Rail and Infrastructure. Rail and Infrastructure are the group that manages the assets and the invigoration and development of all of NEXUS’ physical assets, which include Nexus Rail, Metro Projects and Renewals, bus, ferry, and heavy rail infrastructure.
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The Building and Facilities Engineering team, of which I am a part of, are responsible for the inspection, maintenance, renewal and rapid-response activities in relation to the following engineering areas of the business, Plant, Fare Collection, Buildings, Structures and Trailside Graffiti. My immediate team consists of six Supervisors and approximately sixty men, including Electricians, Fitters, Civil Engineering Tradesmen, Semi-skilled and Apprentices, providing 2417 engineering and safety cover, 365 days a year !
NEXUS has a Mission Statement which states: “Building for tomorrow through better transport today’ Due to the nature of the core activities of NEXUS, continual improvement, which is an on-going effort to improve products, services or processes, is a business necessity. This continual improvement can only be quantified by measuring quality standards. These quality standards may be legal/legislative, industry specific or in-house standards. Legislative standards, include such standards as the Health and Safety at Work Act 1974, Control of Substances Hazardous to Health (COACH).
SISSIES Quality Standards and Office of the Railways Regulator Standards (ORR). These are standards that are compulsory by law, and underpin all industry specific or in-house quality standards Industry specific standards, are trade specific and could include such standards as Institute of Electrical Engineers (IEEE 17th Edition), Network Rail Standards and the Buildings Regulations. These quality standards are mostly legally enforceable. Len- work control and Human Resources Policies. These are the day to day quality standards of the organization where detailed analysis of quality is measured.
In the context of NEXUS, quality standards and continuous improvement are vital in that:- The health and safety of employees and the public is paramount, There needs to be high customer satisfaction and high patronage, There is a need for consistent, liable, effective, high performance, We need to give value for money whilst managing costs effectively, Nexus needs to be able to maintain its corporate goals/ strategy Quality and Continuous Improvement will mean that NEXUS will be able to continue to provide the same effective service that it does now.
The public, and the employees will be adequately protected in their day to day activities. NEXUS will be able to justify its position as the provider of one of the most efficient integrated public transport providers in the world, and consequently, ensure continued funding to alp maintain the continuous improvement of the service provided. Patronage and readership will be maintained or improved due to the consistent, high quality public transport provided. NEXUS staff will be secure in their Jobs, and a confident, positive workforce will carry forward the continuous improvements required.
The consequences of poor quality standards and failure to continuously improve within NEXUS could include some of the following scenarios:- Accidents, fatalities and lack of health and safety, Poor customer satisfaction, and consequent loss of revenue, Loss of stakeholder confidence (Tine and Wear Local Authorities) Withdrawal of operating license, and imposition of penalties, Outsourcing/Sub-contracting of work, Excessive costs, Loss of Jobs for NEXUS staff. – IDENTIFY A CHANGE THAT IS REQUIRED In respect of the simple SOOT analysis carried out below, I have identified that there is a threat to fulfilling end of year targets during the month of March, due to staff having to use up their annual holiday allowances by the end of March. Staff have traditionally held on to part of their holiday entitlement, primarily “Just in case” they deed time off at short notice for a variety reasons outwit established procedures such as bereavement or paternity leave.
This meaner that we are often short staffed, or incur a heavy overtime burden during March whilst trying to complete end of year objectives. Be allowed to carry over, up to four days of their annual holiday entitlement, into the following years entitlement. This procedure should be formalized, instead of being at their Managers discretion. This change will need to be initiated primarily, by Mr… Michael Bollards, Building and Civil Engineering Manager, with consultation with he Head of Rail Infrastructure, Nexus Rail Human Resources and Trade Unions.