MOD004453 - Leadership and Change - Report Writing - Management Assignment Help

Assignment Task

INTRODUCTION 

ORGANISATIONAL BACKGROUND AND RECOGNITION FOR CHANGE 

The following report represents a critical reflection and analysis of a change process that was undertaken during my time working with a Local Authority in the United Kingdom - in order to maintain anonymity, for the purposes of this report the analysed organisation will be referred to as 'ABC' or 'the Council.' I was employed by the Council to join their Sustainable Transport team in an effort to kickstart the initiative to reduce carbon emissions by increasing electric vehicle (EV) uptake through the development of EV charging infrastructure. The catalyst for change within this organisation stems from multiple external facets; however, the specific need for EV charging infrastructure development has been largely influenced by the overall consensus of ‘range anxiety' contributing to the impracticality of EV ownership (Hirst, 2020). Such development aims to reduce consumer 'range anxiety' - a concept describing 'fears over the distance EVs can travel between charges' which has often been cited as a key deterrent for potential EV owners (Hirst, 2020). In other words, in order to align with the UK Government's “Road to Zero' Strategy - in which the goal is to eliminate the sale of petrol vehicles by 2030 (Hirst, 2020) - the Council has recognised a need for technological and infrastructural development so as to increase public EV charging availability, decrease consumer range anxiety, and therefore increase overall EV uptake. 

AIMS AND FOCUS OF REPORT The purpose of this report is to evaluate the efficacy of ABC's current change process through critical reflection using Gibbs Reflective Cycle Model and Lewin's Change Management Model to provide subsequent critical analyses and recommendations of development to ensure future change process effectiveness. Accordingly, the balance of this report is organised as follows: 

SECTION I: CRITICAL REFLECTION OF CURRENT CHANGE PROCESS 

The purpose of this section is to provide the reader with a clear understanding of the transitional change process being undertaken ABC. Transitional change is reactive in nature as it'seeks to achieve a known desired state that is different from the exiting one' (Baker, 2007, p. 12). Accordingly, due to the steadily increasing prominence of EV ownership in the United Kingdom since the early 2010s, ABC's approach to change in this sense has been largely reactive as a response to the corresponding increased need for developing EV charging infrastructure. Therefore, critical reflection of the Council's current change process through this section of the report will involve retrospective analyses using Gibbs' Reflective Cycle Model and Lewin's Change Management Model to assess efficacy and highlight areas wherein improvement is necessary.

SECTION II: DEVELOPMENT FOR FUTURE CHANGE PROCESS EFFECTIVENESS 

Building from the analyses described in Section II, the sole purpose of this section is to provide realistic, practical, and detailed recommendations for improvement to enhance change management and change process efficacy in future stages of EV-related project development. Although it has been concluded through critical reflection and analysis that ABC has thus far been generally successful in the implementation of EV charging infrastructure, the recommendations provided are based on facilitating the overall transition from petrol and diesel vehicles to electric transportation. These recommendations take into consideration not only the Council as an organisation, but also the region's constituents - as they are arguably the most important stakeholder group involved in this process. Therefore, according to the critical evaluation of the Council's current change process effectiveness, two primary areas of future change management and change process development have been identified: 

1. Encourage EV Uptake from the Council Level to the Constituent Level 2. Greater Emphasis on Constituent Involvement Regarding Infrastructure Development 

Furthermore, this section has identified two specific goals related to the above developmental areas - each of which have been thoroughly outlined using the 'SMART' objective framework to recommend ways in which the Council can improve overall organisational change process efficacy in the movement toward reducing greenhouse gas emissions due to road transportation.

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