Change Management Assessment

This assessment explores the Dunphy Griffiths and Benn six stage model of organizational response to sustainability and different change management approaches. It focuses on Tesco plc, a British multinational retailer, and how it implements change management strategies for sustainable development.

Change management assessment

Table of Contents
INTRODUCTION...........................................................................................................................3
Main Body.......................................................................................................................................3
1. Dunphy griffiths and benn six stage model of organizational response to sustainability.......3
2. About change management approaches...................................................................................6
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Change management refers to a systematic approach that deals with transition or
transformation of procedures and technologies of an organization. It includes several kinds of
change for increase efficient and productivity which facilitate to gain better profits (Hayes 2018.
However, change management should be done properly to ensure optimum use of new applied
technique or methods to gain maximum outcomes for business. In context of this assignment, it
is based on the Tesco plc which known as a British multinational groceries and general
merchandise retailer. It was founded by Jack Cohen in the year around 1919 and it has
headquarters in Welwyn Garden City, Hertfordshire, England and United Kingdom. This report
will focus on mapping of an organization for sustainability and different approaches of change
management.
Main Body
1. Dunphy griffiths and benn six stage model of organizational response to
sustainability
The stages model classifies authoritative maintainability procedures into six stages dependent on
both natural and human prosperity manageability targets as follows:
Rejection: The dismissal methodology shows an exploitative perspective on society, workers,
and Nature. Benefit is the only thing that is important. Maintainability pressures are effectively
dismissed.
Non-responsiveness: This methodology is grounded more in an obliviousness of issues
concerning maintainability. Network and ecological issues are disregarded where conceivable.
Manageability centered activities are viewed as a superfluous expense.
Compliance: This methodology centers around hazard decrease from neglecting to satisfy least
guidelines. Consideration is given to manageability gives that have the best suit hazard. More

tight guidelines on natural or social issue are for the most part contradicted, with any calls for
activity by business encircled inside a deliberate self-directed methodology.
Efficiency: The productivity procedure shows an expanded attention to maintainability rehearses.
The attention is on productivity and the subsequent cost sparing advantages to business.
Strategic proactivity: For the key proactivity technique, maintainability turns out to be a piece of
center procedure. The attention is on increasing upper hand and long haul benefit from
maintainability activities.
Sustaining corporation: For this technique, maintainability esteems are completely disguised.
The firm effectively seeks after biological reestablishment, social value, and human government
assistance at the firm, industry, social and political levels. Individuals and Nature are esteemed
for the wellbeing of their own.
Dunphy et al. They suggest that a company may be in several key phases dependent on its
environmental and human support functions and that, for both natural and human affairs, a
company may exhibit characteristics of key levels although a stage is likely to emerge as

dominant. Furthermore, the crucial stages do not speak of a direct transition in which a company
can start bankruptcy and shortly thereafter on its path to becoming a support organization. Or
perhaps, the key phases are seen as distinct roles and companies can move from one position and
then to the next (both progress and vice versa) depending on the choice made and the actions
taken have been accepted within the group after a few time.
The first two levels, redundancy and incompatibility, are less dependent on a company's
sustainable business activities: they are quite polite in that a company is likely not to address
these problems. In this way we will focus on the last four critical phases, sustainability,
productivity, key activities and continuous commitment.
A coherent approach to the management of practical matters at a basic level is a threat to the
board's approach. The main objective is to limit the liabilities of a company that may arise from
any transfer that its representatives or individuals from the association may take on the land or
the wealth that the company offers. impact company. It is largely noted that a number of
exercises are unlikely to open a business to the substantial risk of doing business against it.
What kinds of risks are important here? We can consider the risk in two main ways. The first is a
standard practice that has a loose sense in some way "something can happen, something terrible
at most, however it is impossible" (say, the risk that your manager will find that e in cricket on
your rest day.) At that point is a more specialized practice that relies on a more accurate estimate
of the probability that something might happen (say, the risk of respiratory disorders related to
smoking can be evaluated in measurable terms.) In terms of a rational approach to rational
business, both of these perspectives on risk are relevant, but serious research for current projects
is a risk to who?
On a regular basis, when we take an organization at risk in an authoritative context, we consider
the risks to the company: that is, things that could affect the company that could damage of some
kind to do, usually by way of money defamation or misfortune, or both. In any case, in a
sustainable commercial context, in any similar situation and probably more important are the
risks of damage to others, human wealth and natural wealth. In some cases these two damages
(that is, company damage and damage to different collections: human and non-human) are linked
but may not. One of the concerns about commercial activity is seen as the main driver of

inconvenient practices, the ability of a business to eliminate risks and harm and to limit its
exposure to the consequences of the harm it can cause.
Dunphy (2011) showed how organizations decide to protect the earth from carbon release and
found comparable levels. As identified by this study (Dunphy, 2011; Benn and Dunphy, 2007),
six levels could be identified: 1. Dismissal, 2. Non-reactivity, 3. Consistency 4. Efficiency, 5.
Main proactivity, 6.Supporting Campaign. Here three levels are characterized by the reluctance
to carry out economic activity before the organization proactively connects in a commitment to a
sustainable turn of events. The changes in CSR systems, which are immediately reflected here,
occurred due to the fact that the business sectors are not stable and that customer bias, conflict
characteristics, objects and forms of creation are exactly like Administrative laws change and
therefore organizations must adapt to make these changes. Therefore, they must shape the social,
ecological and monetary choices associated with their exercises that adapt to market needs
(Elkington, 1997). The needs of the contemporary market are characterized by a prolonged turn
of events and, consequently, organizations should create methods that take into account their
objectives. Dunphy, focusing on natural issues, has shown that the stability of speech practically
involves entomb alia in activities that (Dunphy, 2011, p. 9): extend social life which is valuable
for groups; • renew the planet's ability to maintain and restore the feasibility of the biosphere and
guarantee all living species; improve society's ability to sustain itself and solve its main
problems: • maintain a good level of support, investment and flexibility from individual
government for the present and future era of humanity.
2. About change management approaches.
Change management (sometimes abbreviated as CM) is a common word for all methods to
planning, assisting, and motivating people, companies, and organizations to make operational
improvements. The most prevalent drivers of change include: development model, previously
optimized, crisis and changing consumer habits; stress from new competitors, acquisitions,
mergers and corporate change (Doppelt, 2017). It requires strategies that modify or redefine the
usage of capital, corporate procedures, expenditure budgets, or other modes of activity that
fundamentally alter a corporation or entity. Organizational Change Management (OCM)
supports the entire institution and what needs to be changed, while organizational change can be
used purely to determine how individuals and team members are impacted by such an

organizational change. It covers a wide range of disciplines, from behavioral sciences to
technology and business alternatives. In the aspect of above Tesco plc, different kinds of change
approaches are used and each of them help in achieving goals and objectives. It includes
different kinds of approaches such as:
1. Lewin’s Change Management Model- Lewin's Change Management Approach is one of
the most common and successful methods for analyzing organizational and organized
transformation. Lewin was a physician and scientific articles who clarified the systemic
and organized transition in the shifting ice block states. It consists of 3 basic phases:
freezing, changing and refrigerating. Let us take a closer look at these steps as it consists
various aspects such as:
 Unfreeze- The first step of the cycle of transition according to Lewin 's approach
includes the planning of the transition. This implies that the institution must be
prepared at this stage for change and also for the reality that transformation is
essential and crucial. This point is crucial because most of the world's people are
trying to resist change, and breaking this power structure is important. The best
approach here is why people should change the essential details and how changes
can be profitable. This step provides a business that examines and reviews its
core.
 Change- This is the stage where the actual transformation or change takes place.
The process could take time for that to happen, as usually people spend some time
on major innovations, innovations and shifts. Strong leader and reassurance are
crucial at this point, because these elements not only result to a move in the right
direction, but also make things easier for employees or persons involved with the
process. Interaction and time are therefore factors in the success of this point.
Strong leader is crucial at this point, because those aspects not only make it easier
for people or people involved in the process to move in the right path. Therefore,
interaction and time are the factors in the success of this point (Lewis, Cantore
and Passmore, 2016).
 Refreeze- Now that the transition has been adopted, welcomed and introduced by
citizens, the business or organization is beginning to become prosperous again.
That's why the stage is alluded to as refreezing. That is the moment that workers

and systems are beginning to slow, and people are continuing to go back to a
usual rhythm and schedule. This move involves the help of the people to ensure
that improvements are consistently made and enforced long after the target is
achieved. Now employees are capable and relaxed of the changes they have
achieved with a level of normalcy.
McKinsey 7 S Model- One of the very few frameworks that managed to persist even though
others went away off trend was McKinsey 7-S system. It was established by consulting firms for
McKinsey & Company in the 1980s and consists of seven steps or stages to manage change.
 Strategy- The strategy is designed to overcome competition and achieve the objectives. It
is the first phase of transition under the 7-S system of McKinsey which includes the
implementation of a step by step process or a potential strategy.
 Structure-Structure is the phase or assign of this framework that shows the direction in
which the institution is split or the framework that accompanies it.
 Systems- To accomplish a mission, this stage are linked to the way the daily work is
done.
 Shared values- Shared values refer to the core or central principles of the company by
which it operates or operates.
 Style- The methods of adopting or implementing changes and governance are known as a
"style."
 Staff- Staff applies to the employees and their ability to operate.
 Skills- The skills and other skills of the staff working in the institution.
In the context of above Tesco plc, they apply these aspects of change management that
contributes in huge manner for sustainable development. Herein, below role of these
approaches is mentioned in such manner that is as follows:
Change management strategies are important to organizations in the efficiency of the
management of any organizational transition (Al-Ali and et. al., 2017). The effective
organizational change will enhance the values of workers and encourage productive team
building and creation of jobs. These factors influence workers’ productivity quality highly
and significantly, while greatly reducing cycles and cost. Such as in the aspect of above

company Tesco plc, they applies the above mentioned change approaches and each of them
contributes them in an effective manner to adopting new changes of environmental aspects.

CONCLUSION
From the project, it has been concluded that change management can be described as an
effective process to adopt specific technical change in an organization for gaining respective
outcomes. it is necessary to use appropriate model of change with effective leadership in order to
ensure optimum use along with achieving maximum outputs. However, it is necessary to
consider effective leadership strategies in terms of implementing respective change for attaining
desired profits.

REFERENCES
Books and journals
Al-Ali, A.A. and et. al., 2017. Change management through leadership: the mediating role of
organizational culture. International Journal of Organizational Analysis.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Dzwigol, H. and et. al., 2019. Formation of Strategic Change Management System at an
Enterprise. Academy of Strategic Management Journal, 18, pp.1-8.
Feng, C., Huang, X. and Zhang, L., 2016. A multilevel study of transformational leadership, dual
organizational change and innovative behavior in groups. Journal of Organizational Change
Management.
Greenwood, R. and Hinings, C.R., 2017. Understanding strategic change: The contribution of
archetypes. Academy of management Journal.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Lewis, S., Cantore, S. and Passmore, J., 2016. Appreciative inquiry for change management:
Using AI to facilitate organizational development. Kogan Page Publishers.
Ten Have, S. and et. al., 2016. Reconsidering change management: Applying evidence-based
insights in change management practice. Routledge.