Often regarded as one of the most important methods of turning around a failing organization, change management is the sensitive implementation of properly planned strategies. Importantly, the business plans and strategies are made through rigorous consultations with all stakeholders who will be affected by these changes. Ideally, changes must be realistic, measurable, and achievable. Consultations help in ironing out differences that may exist between the goals and objectives of different stakeholders in the organization (Savaevicience & Stankeviciute, 2011). Broadly, their differences normally revolve on deciding how to implement various strategies.
One of the main difference that occurs in change management between senior management and first line management is on aligning its goals with its current business operations. Senior management refers to the executive managers such as the chief executive officer and members of the board of directors. Although most of these individuals do not participate in the day-to-day running of the business, they are active participants in the implementation of the business strategies. However, their lack of a direct knowledge of the business’ daily and routine operations makes these objectives to conflict with the company’s daily operations, which are coordinated by first line managers. Since, first line managers are the ones who supervise and coordinate ordinary operations in a company, their lack of involvement in the formation of business strategies makes these plans not to be compatible with the actual business.
In order to overcome this problem, a detailed balanced scorecard may be established as a reliable measure when formulating strategies. In this method, the middle-level managers prepare a balanced scorecard, by consulting first level managers (Kaplan & Norton, 2005). This information is then presented to the CEO to brief him/her on various issues that the senior management should consider when formulating business strategies. Through this mechanism, the conflict between senior and first level management can be eliminated.
Kaplan, R. & Norton, D. (2005). The office of strategy management. Harvard Business Review, 1(1), 1-20.
Savaneviciene, A. &Stavankeviciute, Z. (2011). The interaction between top management and line managers implementing strategic directions into praxis. Engineering Economics, 22(4), 412-422.