Understanding and Leading Change

Different barriers of
change and how they
influence leadership
decision making
Marks and Spencer

Psychological Barriers to change
 Uncertainty
 Low confidence
 Fear
 Personality issues

Contextual Barriers to change
 Power and prestige
 Intrinsic rewards

Sociological Barriers to
change
 Group norms and values
 Group conformity

Methods of managing change
Involve employees in the change process-
 employees are well aware of the
changes.
 formal manner of communication should
be done rather than informal one.
 Will increase motivation of employees
and resistance to change will be
reduced.

Methods of managing change
Interview employees –
 Important strategy as change may
impact the status quo and job of
employees.
 essential to understand what the staff
feels about the changes.
 This will help in addressing the issues so
that change can then be easily embraced
by the staff.

Methods of managing change
Concentrate on effective delegation-
 To be applied when changes increase
the overall responsibilities of
management
 reduce the work load of managers
 make the employees feel involved with
the organisation.

Force Field Analysis to establish opposition and support
for change

Driving forces to change
Drivers Score
Currency fluctuations 3
Low preforming stores in
foreign nations
1
Increase profitability
of the company
1
Increased emphasis on sales
inducing area being food retail
2
Competition from
similar retail firms
3

Driving forces against change
Drivers Score
Fear of unknown 3
comprise with the
existing organizational
structures
3
loss of power and
status quo
4
Job loss 3
Decrease in support
system of employees
Natural tendency to resist any
change
4
4

Evaluation of force field
analysis
 Marks and Spencer should move
forward with the changes.
 As forces in favor of change are more
powerful than against it.
 Will improve overall increase in growth
and profit figures.
 Better position to compete with the rival
firms.

References
 Brinkman, J., Navarro, I. and Harper, D., 2014. Unlocking
the business environment. Routledge.
 Channon, D.F. and Jalland, M., 2016. Multinational
strategic planning. Springer.
 Dawson, P. and Andriopoulos, C., 2014. Managing
change, creativity and innovation. Sage.
 Easter, T.H. and Brooks, S., 2017. Our leader is gone,
now what? Creating the foundation for stable
transitions. People & Strategy. 40(1). pp.28-33.
 Gassmann, O., Frankenberger, K. and Csik, M., 2016.
Innovation Strategy: From new Products to Business
Model Innovation. Springer.