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South Berkshire Borough Council - Department of Planning

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Yosrah Elkhalifa

on 30 January 2014

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Transcript of South Berkshire Borough Council - Department of Planning

South Berkshire Borough Council - Department of Planning
What will happen to existing Staff
Luke Warner, Yosrah Elkhalifa, Mofeeda Sadique, Lin Di Toyz & Zheyun Zhan
Outline of planned new structure.

The role of staff within the new structure.

What will happen to existing staff.

How will the process will be carried out.
South Berkshire Borough Council is planning to undertake a major restructuring of the Department of Economic Development and the Department of Town Planning by merging the two departments into a single Department of Planning in order to improve strategy development.
The Council’s Chief Executive is expecting to see some efficiency savings and a less costly combined department.
The allocation of responsibilities, the grouping of functions, co-ordination and control of these, are all basic elements of what is called an organisation’s structure which is in essence the social structuring of people and processes. Barbara Senior (1997).

The established pattern of relationships between the component parts of an organisation, outlining both communication, control and authority patterns. Structure distinguishes the parts of an organisation and delineates the relationship between them. Wilson and Rosenfeld (1990)

New Structure
Managing Change and Conflict
I do not professionally suggest that when we combine the two departments and restructure them into one new department that we go with the Matrix structure that is currently in place in The Department of Economic Development.

Reasons -/Weaknesses
1. Internal Complexity
Excellent and efficient information exchange

Increased employee motivation

Cliff Lewis well know and respected by his peers, Previous restructing experience that worked extremely well
2. Expensive to Maintain and Internal Conflict
Sources of Culture Change
The change of original structure.

The change of organizational aim or goal.

Managing the change of Culture
Positive Parts of Conflict
Avoid information distortion.

Improve work efficiency.

Reduce work process.

Reduce expenditure

Negative Parts of Conflict
Negative Parts of Conflict
Reasons people resist Change
Managing Change and Conflict
“ Change is a pervasive influence. We are all subject to continual change in one form or another. Change is an inescapable part of both social and organisational life.” Mullins (2006)

People naturally resist change, they are scared of what the future might hold if they are uncertain about what is going to happen or what the change is going to bring. Change is happening all around us on each day, week, month and year.

Flexible Working
What is flexible working?

The term 'flexible working' describes any working arrangement where the number of hours worked or the time that work is undertaken vary from standard practice.

Benefits of Flexible Working
Helping someone achieve a better balance between home and work

Increase employee satisfaction

Let the employees working anytime

Cut down the cost

Part-time working
Looking at both Matrix and the Traditional structures carefully for the proposed Planning Department we have decided on hierarchical structure and center on a strong concept of supervisors and subordinates as it will group people together because they hold similar positions, perform a similar set of tasks or use the same kind of skills. The controlling authority, often called top management, coordinates with each management level and functional department to keep the organization running smoothly.
Clear Line of Command - Project teams within the new structure will benefit from clearly defined reporting relationships. Functional structures are managed through a coherent top-down approach, with employees generally reporting to only one manager. Fewer layers of management means employees are more likely to know what is expected of them, and from whom.

Independence - Another main advantage of projects performed inside a single department is that the unit has complete control over the results. Project goals are determined internally, not by an external project owner, and thus are better suited to meet departmental need. Additionally, an atmosphere driven by self-government fosters a supportive environment in which growth and skill development thrive.

Quick Decision Making - People who approach problems from the same perspective can often make decisions more quickly and effectively than can people whose perspectives differ. Under the functional structure, project decision making is swift and authoritative. Although conflicts may still arise, similar backgrounds and perspectives generally facilitate quicker turnaround times and less wasteful deliberation.

Knowledge Sharing - As with quick decision making, placing people together according to professional similarities also fosters communication and knowledge sharing between co-workers. Instead of reliance on costly seminars and workshops, more experienced project team members serve as mentors to colleagues with less experience. Effective application of this knowledge results in a stronger, more productive project team.

Job Distinction - A functional structure analyzes the strengths and weaknesses of each member, groups them into categories and assigns them to tasks that best utilize their skills. Jobs that perform a similar function are grouped in functional areas, sometimes referred to as functional silos because they are kept separate from other areas. Specialized jobs within each basic functional silo are centralized and clustered to form the proposed department.

Functional Department - Since functional structures allocate employees based on their roles within the organisation, they naturally form functional departments. The proposed department will have a leader, usually referred to as department manager. As individuals improve or change their skills, they may move between departments to perform different functions.

Project Management - When a project requires management, it is completed within the functional unit. If a single unit cannot handle a project on its own, it must request assistance from another unit. The head of each unit handles interdepartmental requests. If a single unit has all the required information and skills, it often restricts communication to within the department.

(D Griffin, 2014)
(Bridgespan, 2009)
Execution Of Change
Kurt Lewin the three-stage model

Unfreezing Before Change
Announcement of Plan for Change

Develop a Sense for need of change

Building a Coalition

Provide Assistance

Employees participation in the change

Executing Change
Continue to providing assistance to the employees

Create Small tasks and execute them

Removal of Obstacles

Creating funds

Following legal formalities

Advertise Success

Reward Change Adoption

Accepting Continuous Change

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New Department of Planning
Proposed new Functional Structure made up of two units
New organisational Aims and Goals
Change is a pervasive influence. We are all subject to continual change in one form or another. Change is an inescapable part of both social and organisational life.” Mullins (2006)
Flexible Working
3. Excess Uncertainty
2. Change Brings Difference
1. More Work
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