Managing Change: Models and Strategies for Effective Change Management

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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