Free Management Dissertations - Managing Change At Merseyside Fire Brigade Introduction The Merseyside Fire
Managing Change at Merseyside Fire Brigade
Introduction
The Merseyside Fire Brigade has undergone a period of both managed and involuntary change. The first change came from the 1972 Local Government Act; this merged the areas fire brigades. The Second major change came from the appointment of a new Chief Fire Officer Tony McGuirk in 2003, and his subsequent attempt to change the culture in the organisation. The majority of the changes that were implemented were unsuccessful; in reality they had the opposite affect of their original intention. After the change the symptoms of the authoritarian culture were still present. The employees resisted the change process. This essay will discuss the theory on the change process, conclude on what happened and recommend actions that could help towards implementing a successful cultural change in the future.
Case Study
The information for the case study was compiled through the Merseyside Fire and Rescue Authority web site and an article written at the time of the change. This will present the method and motive for the change and the symptoms that are still present after the attempt.
Merseyside Fire and Rescue Authority cover an area of 653 square kilometres with a population of 1.4 million in both businesses and private residents. With approximately 1,700 employees based at Community Fire Stations and administrative centres The organisation prior to the change had a strong hierarchical structure which fed a bureaucratic organisation; the style of Management was command and control.
Merseyside is attempting to meet the challenge of modernisation, though strong leadership and affective change management Tony McGuirk was appointed in 2003 as a change agent, with a strong leadership style. The fire authority has clear ambitions for itself as an organisation and for the communities that it serves. Elected members play a key role in determining priorities and refining plans. The introduction of a management board has led to an effective working and decision-making partnership between senior management and elected members. Strength through leadership and governance is crucial to achieving at the highest level.
Elected members have clearly defined roles and responsibilities. Elected member training is also appropriately prioritised. Communication is a priority. Employees will have a good awareness of what the Authority is trying to achieve and understand their role in the delivery of objectives, through opening the communications channels. There is a strong corporate support structures following restructuring and reconfiguration of services, enhanced by service level agreements in some areas.
The Authority is clear about its priorities and is prepared to take difficult decisions. This is supported by an inclusive approach by senior managers that is inspiring confidence and loyalty in a workforce undergoing huge change.
