Drivers of Change in Marks & Spencer and House of Fraser

PROJECT SUBMISSION FORM
Unit Number & Unit
Title
Unit 17UNDERSTANDING AND LEADING CHANGE
Project Title Marks & Spencer and House of Fraser and Nokia
Signature: H.S.A Date: 19.04.2020
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Table of Contents
INTRODUCTION......................................................................................................................4
Activity 1....................................................................................................................................7
P3 How can the negative impacts of change be minimised? What measures would you
recommend? Evaluate the advantages and disadvantages of each method/strategy you have
recommended. Choose minimum FIVE strategies.................................................................7
P1............................................................................................................................................9
What do you understand by Drivers of Change?...............................................................9
A) Identify and explain minimum FIVE DRIVERS that brought change in Marks &
Spencer. What were the recent changes that took place in Marks & Spencer?...............10
b) Identify and explain minimum FIVE DRIVERS that brought change in House of
Fraser what were the recent changes that took place in House of Fraser?.......................11
M1 Assessment of drivers for changes on organisational operations..................................14
P2 Evaluate the ways in which internal and external drivers of change affect leadership,
team and individual behaviours in organisations.................................................................15
M2 Using theories and models below critically evaluate the response of Marks and
Spencer and House of Fraser to change:..............................................................................16
D1 Change impact analysis..................................................................................................17
Activity 2..................................................................................................................................17
P4 Explain different barriers for change, such as individual barriers and organizational
barriers..................................................................................................................................18
M4) Using Force-field Analysis, explain and analyse the driving and resisting forces and
show how they influence decision-making in Nokia...........................................................19
D2 Critically evaluate how it influences leadership decision-making to meet organisational
objectives of Nokia..............................................................................................................20
P5 Apply leadership approaches such as Situational leadership, Kurt Lewin’s change
model and Kotter’s 8-step change model in the organisational contexts of Nokia..............20
Explain Kurt Lewin’s change Model...............................................................................20
b) Explain Kotter’s 8-step change model.........................................................................21
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b) Explain Situational Leadership..............................................................................22
Critically evaluate the effectiveness of the above leadership approaches and models of
change management in delivering organisational change....................................................23
REFERENCES.........................................................................................................................24
Negative Impact of Organizational Change on Employees.....................................................25
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INTRODUCTION
a) Meaning or definition of Change.
The meaning of change in the business is when organization or company going
through a transformation. When the major sections or business strategies are
altered, then organization change. It is called also turnaround, reorganization and
restructuring.
b) Different types of changes in an organisation.
They are three major types of change:
1. Developmental change – This change improved current business
procedures. As longer you gave the team the training, that they need. Keep
them well informed of the change. This type of change including:
- Updating payroll procedures
- Improving existing reporting and billing methods
- Refocusing advertising processes and marketing strategies.
When making developmental changes, it is very important to follow those
rules:
- Skill your staff to use new technology and processes
- Explain to staff your rationale for the changes
- Show your staff your commitment to minimising the impacts of
change on your business.
2. Transformational change – In this change you make completely reshape
of your business processes and strategy. These changes are very possible to
be response to unexpected or extreme market changes. This change can
produce insecurity, fear and doubt in staff. Must be very well managed.
This type of change including:
- Making significant operating changes to meet new demand and
supply
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- Adopting radically different technologies
- Implementing cultural changes and major strategic
- Reforming product and service offerings to dramatic reductions
and meet unexpected competition in revenue.
Usually this type of change includes the other two types, as businesses
recognise that they need to overhaul the way they do business. When
making a transformation change, you must:
- Methodically and plan implement new business system and
approaches
- Continually reinforce your rationale for changes
- Involve your staff in all phases of change planning, discussions and
communicate regularly throughout the process
- Communicate and develop a well-defined strategy that explains the
approaches you are taking to change and the goals you are setting.
3. Transitional change – This change is those you make to replace existing
processes with new processes. Challenging to implement and increase your
employees’ discomfort.
This type of change includes:
- Creating new products or services
- Implementing new technology
- Experiencing corporate restructures, acquisitions or mergers.
It is (transitional) phase of dismantling old processes, systems and
implementing new ones can be unsettling for staff. When you make this
type of change you must:
- Reinforce to staff their jobs are secure
- Regularly update your staff on the steps you are taking to support
them through the change and train them in the new system
- Clearly communicate the benefits and impacts you foresee as a
result of your changes
- Capture contributions and views of your staff in making your
changes.
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c) Explain briefly how change can be perceived as positive?
Change can be perceived as positive in a few ways, for example there can be
new business opportunities, increased business efficiency, improved employee
morale and attitudes, encouraging business innovation or staying current with the
industry trends. The ability to embrace change can be very helpful to employees in
a business by creating new opportunities. Change can help a business to stay
current with industry trends. Change can make it more attractive to potential
customers as well as help maintain current customers. Businesses that are adept at
handling or ever embracing change can foster an environment that encourages
innovation. However, one marketing idea or good product can make a big
difference in the success of a small business. It can be positive also in increasing
the efficiency of work processes, which is very big possibility to make more
satisfied customers as well as employees. Switching to a computerized payroll
process may mean that a salesperson is paid his commissions sooner. The
personnel or philosophical change in an organization can have a positive effect on
employee morale and attitudes. A change in philosophy of human resources allows
more relaxed work environment, such as implementing a casual dress code, may be
welcomed by employees. For example, when close – minded manager is replaced
with new one who is open to new ideas, employees may feel that they have more
pressure regarding their job functions.
d) Explain briefly how change can be perceived as negative?
Change can be perceived as a negative in a few ways as well. For example: loss
of loyalty and increased turnover, life changes caused by restructuring, increased
time away from work or impact of mental stress. In two thousand and seventeen
APA (American Psychological Association) concluded that over fifty percent of
the people who was experienced organizational change at work reported feeling
chronic stress, compared with twenty two percent people who did not have
organizational upheaval. Over thirty percent said they felt physical symptoms from
their stress at work, compared with less than ten percent having such symptoms
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