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Process of change in edf energy

INDEX

Reflective Report:

Systems to involve appropriate stakeholders in the introduction of change

Page

1.Introduction 2

2.System Model 2

3.Change 2

4.Stakeholders definition 3

5.Classification of stakeholders 3

6.Systems to introduce change 4

7.Analyzing and evaluating the systems 5

8.Conclusion 6

9.Reference 6

Task 2

A Reflective Report

Development of systems for understanding and involving others in the process of change in EDF Energy

INTRODUCTION

I will be discussing in this assignment a change in system which I would like to bring in my organisation (EDF Energy) where I am working as Team Leader and it is in their Field Sales Department. I will be defining open system model and various sub-systems to involve appropriate stakeholders in this change programme and will analyze and evaluate the effectiveness of this system.

EDF Energy is one of the biggest energy suppliers in UK with operations spanning electricity generation, electricity distribution and the sale of gas and electricity to homes and businesses throughout the United Kingdom.

SYSTEM MODEL

An open system depends upon its environment and in practical world there are more systems which can be classified as open system. Although it is a bureaucratic organisation but the company deals with open system and I feel that the open system will help to achieve the common goal which I am expecting from this change programme benefiting both employees and organization and will improve organisational efficiency.

CHANGE

The change which I would like to bring is to introduce a computerized equipment (Hand Held Device) for processing supply contracts and walksheets (A guide to visit customers property) instead of manual system which is currently in use by Field Sales Advisor. We are currently using paper Walksheet which contains customer's addresses, names, supply details, date and time of visit and outcome. Secondly after visiting the customer's house, if the sales conducted then a Paper Contract Form has to be filled by advisor and should be signed by the customer and this form must be submitted to the manager on weekly basis, then the change over process starts. Paper walksheet is distributed on weekly basis where everybody has to come, attend the meeting and sometime it is really difficult for the manager and myself to meet each and every advisor if they need the walksheet in case of any emergency like if any area is not working out. Sales advisor always complain it is time consuming to get the walksheet and due to this company is losing sales and advisors are finding it difficult to hit the target and resulting in reduction in commission. Nobody is happy with is current system.

I found this Hand Held device with GPRS connectivity the best solution of all the problems which currently we are facing. Walksheet can be sent on the device directly via wireless internet connection any time by the manager and the supply contract forms which will be preloaded in this device, can be filled using this device more quickly and accurately and will reach to the office in couple of seconds. The customer will feel more comfortable and confident in signing up on the door comparing with paper contract

STAKEHOLDERS DEFINITION

A stakeholder is best defined as "a person, group or organization that has direct or indirect stake in an organization because it can affect or be affected by the organization's actions, objectives, and policies". (Business Dictionary, 2007). It was in the year 1980 that the concept of stakeholders was developed by R. Edward Freeman.

According to Pokras (1998) It is extremely important to involve stakeholders in all phases of the project for two reasons: Firstly, experience shows that their involvement in the project significantly increases the chances of success by building in a self-correcting feedback loop; secondly, involving them in the project builds confidence in the product or services and will greatly ease its acceptance to the target audience.

CLASSIFICATION OF STAKEHOLDERS

Stakeholders are divided into two groups

Internal Stakeholders: Employee, Management, Shareholders.

External Stakeholders: Customers, Governments, Suppliers, Creditors, Financial Institution.

It is equally important to prioritize the stakeholder depending upon the project and I identified key stakeholders in my change programme as follows.

Employee (Sales Advisor)

Area Sales Manager & IT Dept.

Supplier of the equipment

Competitors

SYSTEMS TO INTRODUCE CHANGE

Human Sub-system

The Human Sub-system includes people in the organization, leadership and motivation. First I will arrange a formal meeting with my Manager with this innovative idea, and explain the benefits this change in the system can bring to the organization. Secondly I will discuss this plan with my Sales Advisors who will be affected more than anybody else in this change programme because they are the end user and their involvement plays vital role. I will communicate with them and explain the benefits because if they involved and benefits explained than chances of its resistance get minimize. It can be done by offering job security, increment in salary, more benefits, increase in commission will lead to positive effect. I will educate them that new equipment will help making their job easier and more enjoyable.

Feed Back System

I will make sure that whatever change I am planning to bring should have positive impact to the advisors and the manager. I will make arrangement to get feedback by asking individually to my manager and sales advisors their opinion about this new system, it can be negative and positive which will help me to develop my further plan of action as my aim to satisfy everybody related with this new system.

Technical Sub-system

In order to implement this change, the device requires appropriate software to perform the task efficiently. I will contact my IT Department after discussing my Manager with this idea and will explain my requirement and expectations. As I know it takes time to develop the software, I will plan my whole strategy by keeping this in mind. Secondly I will start finding suppliers of this computerized device locally and internationally as it is an costly item, cost should be taken into consideration which my company should easily manage to afford and will start arranging quotations from them.

Competitors

There are six major energy suppliers in UK including EDF Energy namely British Gas, EON, NPower, Scottish Power, Scottish & Southern Electricity and they are our competitors. EON who already use this device, which I personally noticed in the field and discussed the merits and demerits of this device with their sales advisor and their feedback encouraged my decision for this change in my organisation.

ANALYZING AND EVALUATING THE SYSTEMS

Evaluating the progress of any system or strategy should be assess at appropriate intervals to make sure that everything is in the right direction and heading on the right track and progressing to achieve the outcome set at the beginning.

Every business must have a vision to success and every stakeholder must aware of the goal & mission of the organization. Keeping this in mind I have selected the systems and sub systems as explained above. The human sub system comprises manager and employees of the organization, Sales Advisors who are the most important stakeholder in my change program, who will be using this device and they must be satisfied with its implementation. Feedback system is something that I have also mentioned above I will collect my advisors expectations, views and opinions, because it will help to reduce any resistance.

Technical subsystem will be playing a vital role in my change programme. The IT department who will be developing appropriate software and without their contribution this system cannot be completed which now defines clearly that system depends on each other activities or process. In London we have five teams with different team size. First I will advise my Manager to test this system with the team which has less number of advisors, so that the result can be evaluated, not affecting all the teams in case of any unusual happenings and upon successful results all the teams will go through using this device.

After successful implementation I will make sure that the new device is serving the purpose of the organisation by collecting feedback from the advisors, this will help me to negotiate any issues related with this device with my supplier which can be addressed to overcome the problems. The problems which I am thinking of can be battery drain up time, system hang-up, speed and any modification required in near future can be discussed.

CONCLUSION

Every organization has stakeholders depending upon the nature of the business and their involvement in the process of any change is worthwhile if the organisation wants the change to be successful. As discussed above a proper system has to be developed and adopted according to the surrounding environment and after successful implementation it is important to review it. The new system will speed up contract processing time like after the signing up a customer, the supply contract form reaches to office in few minutes and process gets starts. It will improve organisational efficiency, minimize the workload for the office and will reduce stationary and printing cost.

REFERENCE

Pokras, S (1998) systematic problem-solving and Decision- Making, 2nd edition, London.

www.edfenergy.co.uk

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