Managing Change: Models and Strategies for Effective Change Management

This document discusses the concept of change management and its importance in organizations. It explores different change management models such as the McKinsey 7-S Framework, Lewin's change model, and Kotter's change model. The benefits of each model are discussed, along with their justification and incorporation into a strategic management plan. The document emphasizes the significance of strategic planning and change management in driving sustainable growth and development.

MANAGING CHANGE

INTRODUCTION
Change management is a strategic method to addressing the shift or transformation of
the objectives, procedures or innovations of a company (Holt and Vardaman, 2013).
Change management's intent is to enforce techniques to bring about change, organise
change, and help staff members to adapt to change. These techniques provide a formal
protocol to request a modification, as well as processes to react to and follow it up on
applications. Documents is a key part of change management, to not only preserve an
audit trail if a roll back is needed, but to also make sure that internally and externally
restrictions, such as regulatory requirements, are respected. Tesco plc is considered to
underpin change management. Three change models of change as Lewin, Kotter and
McKensey used with proper assessment. Justification subject to use change process
and develop a strategic plan for implementation and the one of the discussed change
models applied to managing the change.
1. Assessment of different models and theories and concept of process of change
There must be an alter scheduling as well as monitoring cycle, a change
communication method, a change staffing and implementation method, a change
documentation method, as well as a switch evaluation process. To be successful, the
change administration approach must understand how procedures, structures, including
staff inside the company would be impacted by an alteration or substitution.
McKinsey 7-S Framework
Strategy: Tesco pursues cost leadership business strategy according to its
marketing communication message Every Little Helps. The supermarket chain has been
able to sustain this strategy due to the extensive exploitation of the economies of scale
and the exercise of bargaining power in dealing with suppliers to secure low purchasing
costs (Ignatius, 2011).
Structure: It reflects the organisation of company groups but departments which
contains information about who is responsible with whom. In other words, architecture is
the company's corporate map. It's also one of the gear's components which are most
noticeable as well as difficult to replace.
Systems: To maintain their services, the grocery chain depends on a wide
variety of systems on such a regular basis. Dave Lewis, CEO of New ownership,
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announced a plan to complicate organisational systems to get company back on track.
A suitable illustration can be described as the change of the Steering reliability
assessment scheme that found to contain more than 40 various measures. There are
only six main performance measures in the performance testing system, so the
aggregate process was significantly simplified (Mashlah, Paton, McCalman and Siebert,
2016).
Shared Value - Common Value-The firm's goals and principles are defined using
common values. The organization assumes that by growing the complexity of strategies
from being a basic supplier to a generic supply chain.
Staff - Staff represents a business's amount of staff during its organization Tesco
employs more than 400,000 workers around the country.
Style - The Corporation’s operating style that it takes up helps businesses
achieve the corporation's ambitions or goals. Tesco used the wheel style to achieve its
goals. The circle has 90-degree circles, representing the four key areas of the business
and being worker efficiency, employees, services, and clients (Schein, 2016).
Skill - A company's or its individuals ' ability to achieve a specific task is defined
as the business's expertise. Tesco regulates full understanding to its workers to enable
them to operate inside the organisation efficiently. This contributed to workplace
capacity development to operate in line with Tesco Company's expectations.
Benefits of McKinsey 7-S Framework
The model is efficient in terms of increasing the performance and productivity of
organisation. the model is very useful during merger and acquisition of an entity as it
assists the key process effectively.
Lewin’s change model
Kurt Lewin created three stages of change model: unfreeze, change, and
refreeze. The method is a very easy and practical framework of devising the process of
transition. According Lewin, the change process involves finding the impression that
even a change is needed, instead progressing to a new, required level of action and
eventually cementing the behaviour as norm. The design is also commonly
implemented in the form of modern designs of transition (Senior and Swailes, 2016).
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Unfreezing: This must go through the essential step of unfreezing until a move
can be enforced. Since many people naturally embrace change, the aim during
unfreezing process is to create awareness of how the, or existing acceptance level, in
certain way hinders the organisation. Old habits, conceptual frameworks, procedures,
individuals, and cooperative societies must all be examined to show workers how
important a transition is to build or create a competitive edge on the market for the
company (McCalman and Potter, 2015).
Changing: Lewin acknowledged that shift is a method in which the organisation
must modify or move into this new phase of being. This transition also alluded to as
"transitioning" or "moving," is labelled by the shift getting implemented.
Refreezing: Lewin named his transition template freezing the final phase, yet
many consider it refreezing to signify the process of strengthening and cementing the
new country during the change. The modifications to institutional procedures, priorities,
structure, proposals or persons are embraced and refrigerated as the new standard
(Cameron, Green, 2015).
Benefits of Lewin’s change model
The model helps in considering the changes and implementing new change more
relatively. It is often observed that the change management assist the management to
remain more prominent to staff member of employees and make the changes to more
practical manner.
Kotter’s change model
Step 1: Create Urgency: this model Identifies and highlights with the potential
threats and the repercussions which might crop up in the future. In this stage changes
are examined with possible opportunities that can lead effective interventions. Key
stakeholders and customers are convinced with practical reason and anticipated growth
opportunities.
Step 2: Form a Powerful Coalition: Construct an influential alliance of transition
which would work as a team. Identify the weaknesses in the conservative party teams
and make sure that somehow the team includes many prominent people from various
bridge-functional sectors and that the organisation works at multiple levels.
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Step 3: Create a Vision for Change: this stage identifies the fundamental goals
and characterize the sole perception and approaches for a department's reform. It
Focus on ensuring that the leaders of change may successfully characterize the dream
in a way that people may readily acknowledge and pursue.
Step 4: Communicate the Vision: It is quite energetically and persuasively
interacting the shift in perception. Communicate its view to all the key elements such as
assessments, mentoring, etc. Manage people's interests and problems with honesty
and participation.
Step 5: Remove Obstacles: Make sure organisational procedures and
composition are all in location and associated with the plan of the company. It Sustains
surveillance of obstacles or individuals that embrace change. Enforce reactive
behaviour to take away the barriers associated with the migration process (Carnall and
Todnem, 2015). Reward players for endorsing the change process and aiding it.
Step 6: Create Short-Term Wins: It can give a sense of success in the initial
phases of transition by developing brief-term control early in the validation process.
Rather than one lengthy-term goal, short-term objectives are created and less costly
and have less possibility of failure. At last effective contributions of individuals are
rewarded involved in achieving the goals.
Step 7: Build on the Change: Attain sustainable growth through individual
analysis of successes and improvement from subjective experiences.
Step 8: Anchor the Changes in Corporate Culture: Examine the effective
reports of changing projects on any provided occasion. Make sure this issue is an
essential part for environment and seems to be noticeable in each component of
business. Maintain that both the existing business members and the current leaders to
assist the change.
2. Justification of model corresponding and forming strategic management plan
Strategic planning is also an organisational management exercise used only to
prioritize, focus resources and energy, reinforce activities, make sure that workers and
other interested parties work towards shared goals concur on desired results / outcome,
and evaluate and change the path of the organization in reaction to a new environment.
It is a motivated attempt which gives rise to basic actions and decisions that form and
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steer how an organisation is, who someone serves, what it is doing, and how it does,
with a long-term focus. Effective strategic thinking expresses not only how an
organisation is moving and what steps it needs to take to progress, but also how it will
understand if it is effective (Carnell and By, 2014).
Implementation of McKinsey 7-S Framework
Strategy: Currently, Tesco is facing a set of nuanced problems including rebuilding
consumer confidence regarding profit transaction controversy, vendor compensation
delays scandal and spectacular drop in sales because of such events. Tesco can adopt
cost governance corporate strategy to the advertising interaction statement for Every
Single Helps, because of the effective use of economy of scale and the use of pricing
power in negotiating to distributors to achieve reduced buying prices, the grocery chain
has also been able to maintain such policy.
Structure: The corporate formation of Tesco is extremely centralized and contains
several leadership levels from either the assist sales volumes to a CEO. In 2015, as
portion of efforts to streamline the management structure, the new chairman Dave
Lewis removed the positions of assistant managers. Currently, Systems: Currently,
Tesco is dealing with a set of complex challenges such as restoring customer trust
following profit accounts scandal, supplier payment delays scandal and dramatic decline
of sales as a result of these incidents. Tesco can implement cost governance corporate
strategy to the advertising interaction statement for Every Single Helps, Because of the
effective use of economy of scale and the use of pricing power in negotiating to
distributors to achieve reduced buying prices, the grocery chain has also been able to
maintain such policy.
Shared Value: It is important to analyse the requirement of suppliers and possess
the services and requirements with more strategic and optimistic manner. The Tesco
must communicate the combined goals and objectives with the amended cost
governance structure with employees and must resolve the conflicts before the
communicating the changes to staff members.
System: The internal customer relations must be correlated with manger and
people with aggregated changes and the environmental changes must also be
prescribed with employees before adapting changes in organisation. Customer
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Relationship Management (CRM) assists businesses delve through their clients and
purchasing behaviours. It participates in the implementation use of innovation to
facilitate new and existing customer relationships. Both (prospective) customer-related
information is reported in CRM. This technique also offers support (technical) for many
other client-oriented sectors such as merchandising and customer support.
Staff: The organisers of company should communicate and plan a strategic
approach to presents the future possibilities of growth and development (Coleman and
Thomas, 2017). The strategic changes of change in cost governance structure must be
communicated firstly upper level management than the plan must be circulated to
different sectional and operational departments.
Style: Tesco was established by an enthusiastic pioneer 10 years earlier but from
the start has a friendly environment. As a president, he believes it is important to work
as per processes and regulation, but anyone can farther decide their own goals and
thus be ego-governing. The new corporate governance structure will promote a friendly
working environment as well as a clear understanding of each other. Within the
community, if managers are nice towards each other and the successes are celebrated
with staff members than it can become feasible to adapt new changes within
organisation with effective manner.
Skill: The community works only with educators in the industry who have made
their mark; they can portray exam prep very well as members. Employees are required
to understand the Council of Information's precise rules and how to incorporate them
into the lecture programme. The main objective of the prosed change is mainly
associated with dealing the challenges in more practical so that skills of employees be
improved and reducing the excessive cost.
CONCLUSION
From the above report it can be effectively correlated that companies must analyse
the required changes and adapt new technologies to boost the existing structure
towards sustainable growth and development. The precession of strategic planning and
change management approaches assist the organisers to fill the gaps and create a
feasible path to devise the changes in right direction. Type of change management
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approaches helps in conducting the changes in various forms. The assessment of
strategic planning in order to implement the variations in more proactive manner.
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