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[PDF] Leading and Managing Change

   

Added on  2020-10-22

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LEADING ANDMANAGING CHANGE
[PDF] Leading and Managing Change_1
TABLE OF CONTENTSINTRODUCTION...........................................................................................................................1TASK ..............................................................................................................................................11. White water and calm water metaphor in change management: ............................................1Evidences of white water metaphor in business environment of Tesco.....................................1Planned and unplanned approaches used by Tesco to adopt white-water metaphor in managingchanges .......................................................................................................................................22. Evaluation of transformation from calm water to white water in relation with the externalbusiness factors and business strategies .....................................................................................33. Implications of white water shift on human resource department .........................................6Strategic approaches for HR management for managing the shift ............................................8CONCLUSION ...............................................................................................................................8REFERENCES .............................................................................................................................10
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INTRODUCTIONChange management is defined as the process used by organisations to manage all typesof changes in strategic, operational and management perspective. For sustaining long-termdevelopment and goal achievements, it is necessary for the organisations to accept andimplement the changes, which are introducing in business environment. It will become difficultfor t organisations to continue business operations and their survival without adopting properchange management strategy (Day and Shannon, 2015). The report will address white-water and calm water metaphors in relation with the changemanagement strategy. It will describe the extent up to which white-water metaphor is evident inTesco, which is a multinational organisation with its roots in United Kingdom. The report willanalyse external factors and business strategies, which causes transformation from calm watermetaphor to white water metaphor for managing changes within Tesco. The report will alsofocus on the implications of these transformations in Human Resource Management oforganisation. TASK 1. White water and calm water metaphor in change management: With the calm water metaphor, Tesco can identify changes as occasional and suddenstorms and distractions. So before they emerge, an organisation can execute smoothly with itspredefined and regular strategies. With this metaphor, Tesco can follow the strategy toimplement changes as it must unfreeze itself from its routine strategies and methods and once thechanges are introduced, then they must be freeze again to maintain the continuity with changes.This metaphor considers changes as temporary distractions (Archibald and Archibald, 2016). On contrary to calm water metaphor, Tesco can use a better approach by consideringwhite water metaphor. The white water metaphor of change management in an organisation canvisualise changes as natural phenomenon, which needs the regular interaction and management.However, both the change management metaphors are effective for implementing changes; butwith the availability of extremely high competitive environment for Tesco, white water approachis more beneficial. Evidences of white water metaphor in business environment of TescoTesco is a well-established retailer, which is operating globally. The organisation cannotconsider the calm water metaphor strategy of executing in regular flow and then to adopt the1
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sudden market changes instantly. The implementation of this strategy will never allow Tesco tolead its competitors. Tesco is facing strong competitors not only from UK but also from localand successful established retailers from all over the world. The organisation always follows thewhite water metaphor. This strategy allows organisation to regularly monitor and review theemerging changes. Tesco continuously makes market researches to find out what innovative changes can beused to attract more customers and to enhance its productivity. For instance, an organisation didnot wait for forceful and sudden changes, which will demand for its expansion across globaleconomies. Rather, it was the result of their own research of Tesco where it evaluatesglobalisation of market as a huge opportunity (ameron and Green, 2015). Tesco is in process ofcontinuous evaluation of the performance and skills of its human resources. The continuousevaluation provides guidelines to Tesco whether it requires some changes in the execution orstrategies or it should continue with the same. Without considering the changes as natural or regular events as in white-water metaphor,Tesco cannot make it possible to always think one-step ahead from its competitors. With thischange management method, this organisation is always innovative and rapid in introducing andmanaging changes. Tesco is always self motivated and find innovative techniques, which canenhance its profits. For example, to provide all facilities to its customers below one roof,organisation is also involved in finance and bank facilities. It encourages more customers toconnect with them. Tesco does not feel any sudden requirements to implement such changesrather organisation considers these changes as integral and regular part of their development andgrowth process. Planned and unplanned approaches used by Tesco to adopt white-water metaphor in managingchanges The white water metaphor is evident in Tesco and a majority of these changes is theresult of planned changing approaches. The organisational decision to operate globally withproduct and service expansion and development is the result of planned strategies. Tesco hasmade several researches to identify the impact of these changes in its performance and based onresults of these findings only; Tesco has implemented these changes within organisationalstructure. It depends on the planned strategies whether organisation will adopt technical and2
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