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Change Drivers For The Higher Colleges Of Technology

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Question:

Discuss about the Change Drivers For the Higher Colleges of Technology.

 

Answer:

Introduction:

Managing organisational change has become a crucial agenda to attain greater sustainability in the global market. A few critical success factors are identified as the major elements to attain organisational success. The current study attempts to identify the change drivers for the Higher Colleges of Technology considering its key success factors, opportunities and challenges, to enhance the skill set of the current researcher to meet higher career objectives and organisational goals.

Body:

The innovative learning process, equipped laboratories and fragmented infrastructure are the key success factors in the Higher Colleges of Technology. Below-mentioned elements have been identified as the key success factor of the firm:

  • The existence of the world-class ICT platform to meet the operational and educational needs with innovation and the agility (Whelan-Berry and Somerville, 2010).
  • The change initiatives on the world-class competitiveness
  • Offering a modern learning environment for the students
  • Implementation of the BYOD strategy has been made central to the objective of the Higher College of Technology (HCT).

The change factors like the emergence of new competitors, generation of new laws and the development of new technology can potentially change drivers (Konno et al. 2014). Gilbert et al. (2012) stated that the sustainability crises and greater competition among the market players are the prime reasons that might impact on the nature of the success mentioned above factors.

  • The change drivers could enhance the current operational process and the infrastructural development of the Higher College of Technology.
  • The introduction of replacement systems could bring higher innovativeness, thereby attracting more students towards the brand and increasing business profitability
  • The replacement of some existing employees could generate de-motivation within the current faculty group, thereby reducing the quality of the educational services. It could be a potential threat for the Higher Colleges of Technology.
 

The market competitiveness in the education sector is increasing (Buchanan, 2011). Thus, as a change planner, the integration of the organisational philosophies into the logical and rational change management process will be assigned to me within the next two years.

  • Enhancing the foresight to identify the climate for change
  • Scenario planning and more professional development
  • Improving the critical thinking process to design and implement the change response with the organisational business portfolio.
  • Managing a flexible work environment
  • Empowering the staffs to share the personal view
  • Improving the goal setting capacity and right delegation of the authority.
  • Improving the listening
  • Logical decision making
  • Enhancing the leadership attributes
  • Focusing on the organisational development along with the change management process
  • Time management ability to attain the set goals of the firm
  • Improving the focus of the business development factors.
  • Enhancing the capacity to remove an employee and student resistance in the change process.

Considering the role and responsibilities, I would like to improve the project management parameters along with the administrative skills to make the future change driver sufficient enough for the Higher College of Technology.

Conclusion:

It has been concluded that self empowerment, leadership flexibility, time management, scenario planning need to be improved by the current researcher as a part of the professional development plan. This could help to enhance the professional growth of the researcher. Thus, the organisational goal can also be managed.

 

References:

Buchanan, D.A. (2011) ‘Good practice, not rocket science – understanding failures to change after extreme events’, Journal of Change Management, 11 (3), pp.273-288

Gilbert, C., Eyring, M. and Foster, R.N. (2012) ‘Two routes to resilience’, Harvard Business Review, 90 (20), pp.66-73

Konno, N., Nonaka, I. and Ogilvy, J. (2014) ‘Scenario planning: the basics’, World Futures, 70 (1), pp.28-43

Whelan-Berry, K.S. and Somerville, K.A. (2010) ‘Linking change drivers and the organizational change process – a review and synthesis’, Journal of Change Management, 10 (2), pp.175-193

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