Understanding and Leading Change in Marks and Spencer
Added on 2020-07-23
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Understanding and Leading Change in Marks and Spencer1
Table of ContentsIntroduction..................................................................................................................................................3P1. Compare different organizational examples where there has been an impact of change on Marks and Spencer’s strategy and operations..............................................................................................................3P2. Evaluate the influences that drivers of change have on leadership, team and individual behaviors within Marks and Spencer...........................................................................................................................4P3Evaluate measures that can be taken by Marks and Spencer to minimise the negative impacts of change on organizational behavior..............................................................................................................6P 5.Apply Hersey Blanchard Situational leadership model in relation to change at Marks and Spencer.....7Conclusion...................................................................................................................................................8References..................................................................................................................................................92
Introduction Organizational change is an inevitable process by which there is modification inprocesses and managerial structures followed by management (Channon and Jalland,2016). This is done so as to get in tune with new market situations and the prevailingwork environment. The change is often required by firms so as to compete with thecompetitors in the best possible manner (Dawson and Andriopoulos, 2014). The presentstudy has thus been carried out on the massive organisational changes taking placewithin Marks and Spencer. These are related to closure of foreign stores, repositioningof clothing and home space sector; removal of managerial positions among others.Emphasis of the study is thus on discussing the changes that took place within the frimand its impact on the overall operations. This is followed by carrying out an assessmentof change drivers and how these have affected leadership, team dynamics andemployee behaviours.P1. Compare different organizational examples where there has been an impact ofchange on Marks and Spencer’s strategy and operations. There was a presence of many planned and unplanned changes that took within Marksand Spencer after the joining of Steve Rowe as the CEO. In this regard, plannedchanges are the one that are introduced as a strategic move by the firm so as to be intune with changing nature of business (Voigt, Buliga and Michl, 2017). The plannedchanges in case of Marks and Spencer are inclusive of closing the loss making storesacross 10 foreign nations; cutting of clothing and home space within UK by 10 percentdue to closure of 30 stores and shift towards Simply Food chain that has been moresuccessful. It further made an attempt to reduce its sales and promotions activities sothat there can be a permanent lowering of prices on the products that are offered to theconsumers. On the other hand, unplanned changes can be defined as the ones that donot take place in the firm in a planned manner but are introduced on a sudden note(Hamilton and Webster, 2015). The unplanned changes in Marks and Spencer includeremoving the top tier of management and axing their jobs present at head office. This3
was followed by ensuring that additional cash is not retuned to shareholders so as tomaintain its interim pay-out at 6.8p. These changes have been done so as to ensure that Marks and Spencer is able to getthe much needed profit margins in due course of time. It should further be able to bringthe consumers back to the shop floor. It has rightly been said by Palmer (2016) thatMarks and spencer needs to reposition itself in the hearts as well as minds of UKconsumers as everybody seems to be in love with M&S but nobody is in love with thecompany anymore (GEOGHEGAN, 2016). The company is soon required to dominatethe high street again in a short course of time. The closure of clothing and home spacewill further ensure that the management is able to concentrate more on its food retailsection which is giving sales as compared to other areas. In the same lines anincreased emphasis on lower pricing strategy in comparison to sales promotion willensure that consumer return back to the stores and their loyalty is maintained for a longspan of time. These changes are most likely to assist in building a simpler and relevantfuture for Mars and Spencer that will deliver sustainable returns (Bozhilov and Ozuem,2015). The above mentioned changes have however put a huge impact on the structure,people as well as processes of the company. The organisational structure is required tobe changed as some of the managerial positions were sacked off. New policies, vision,mission, goals and strategies are required to be introduced by the management so as tosmoothen the work flow. The people are required to get in tune with new aims andobjectives that will govern there functioning in the area of clothing, food and homespace within Marks and Spencer. There is also a need on part of employees to acceptthe change in a ready manner or prepare themselves for the worst being loss of job.There may also be a need to introduce new processes so that cost cutting measurescan be undertaken by the company (Bocken and Bocken, 2017). The present changesmay also introduce the need for new positions in the company hence employees are tobe recruited for the same. ...4
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