ORGANISATIONAL IMPROVEMENT

Organisational Improvement through Change

[Tyson Keats]

[MO0257]

Introduction2

Purpose of the report2

Background and framework2

Brief overview of organization2

Legal Department2

Need and importance for the change in legal department for competition commission (CC)3

How the current process is affecting the quality?3

Planning for change to be implemented4

Discussion4

What is change?4

Factors that influence the change5

Type of Change6

Minimizing the resistance for change7

Variables impacting readiness for change8

Models and approaches for implementing the change9

Recommendations12

Conclusion15

References16

Appendices20

Appendix a: Existing Structure of legal department20

Appendix b: Proposed structure of legal department21

Appendix c: Balance scorecard22

Appendix d: Action plan for the proposed change23

Organisational Improvement through Change

Introduction

Purpose of the report

The purpose of this report is to detail how organisational improvement can be attained by the implementation of change within the legal department at competition commission. The change and its implementation will be analysed considering the literature and the theoretical concepts. The report will end with some recommendations for the successful implementation of change to improve the quality of Competition commission.

Background and framework

Brief overview of organization

The Competition Commission (CC) is an autonomous public organisation which facilitates to make certain positive competition among corporations in the UK for the eventual advantage of consumers and the market (www.competition-commission.org.uk). CC is an exclusive part of the business, innovation & skills department (www.gov.uk). The CC is comprised of different departments, business advisory, economic, legal, and Members.

Legal Department

The legal department of CC comprises of 20 personnel. At the top of the legal department is the director, then the deputy director of the legal department and then two legal directors (collectively the senior staff).

The two legal directors are the front-line managers for the rest of the 16 employees who are individuals of different ranks; legal advisors, legal assistants, legal researchers and paralegals (jointly the junior staff). Every line manager is in charge for 8 of the junior staff and performs the conventional line management functions. The line managers after that report backside to the director who has on the whole accountability to make sure that the legal team is effectively staffed. Director also makes sure the effective performance of the employees and the line managers for both the legal directors and the deputy director of the legal department.

Need and importance for the change in legal department for competition commission (CC)

The legal directors in the legal department of CC are in charge for the human resource management of the remaining team members. As a consequence, their on hand time for their line management tasks is significantly abridged. The organisation, for that reason, often places impulsion on the members to look for assessment and review and to make plans for their individual training, which is subsequently to be approved by their line manager. The current hierarchical structure lays considerable responsibility and accountability on the front line managers that are legal directors (Appendix a).

How the current process is affecting the quality?

Quality refers to brilliance in goods and services, in particular to the extent they meet the requirements and gratify the customers (Chandrupatla, n.d., pp.02). It can also be defined as added value united with careful consideration to ins and outs (Gorecki, ...