Unit 17 Project: Analysis of Change Management in Retail and Tech

This project delves into the intricacies of change management within organizations, using Marks & Spencer, Tesco, and Nokia as case studies. The project begins with an introduction to the concept of change, differentiating between strategic, structural, process-oriented, and people-oriented changes, as well as planned versus emergent changes. Activity 1 focuses on Marks & Spencer and Tesco, examining the internal and external drivers of change, comparing their organizational structures, strategies, and operations in response to change. It also explores the positive and negative impacts of these drivers. Activity 2 shifts the focus to Nokia, analyzing barriers to change and their influence on leadership decision-making through a force-field analysis. The project evaluates the responses of these companies to change, the impact of various drivers, and the measures taken to mitigate negative impacts, concluding with an overall assessment of the change management strategies employed by each organization. The project also highlights the importance of leadership in navigating change and its impact on team and individual behaviors.

PROJECT SUBMISSION FORM
Unit Number & Unit
Title
Unit 17 UNDERSTANDING AND LEADING CHANGE
Project Title Marks &Spencer andTesco and Nokia
Signature: ……………… ……………………… Date: ___________________
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Table of Contents
INTRODUCTION..........................................................................................................4
ACTIVITY 1...................................................................................................................5
MARKS & SPENCER and TESCO...........................................................................5
P1..............................................................................................................................5
M1 Different drivers for change.................................................................................8
P2 ways in which internal and external drivers of change affect leadership, team
and individual behaviours in organisations...............................................................9
M2 Response of Marks and Spencer and Tesco to change..................................10
P3 Measures to reduce negative impact of change...............................................11
D1 Change impact analysis....................................................................................13
Activity 2 (NOKIA).......................................................................................................14
P4 Barriers for change............................................................................................14
Determination of influence of barriers on leadership decision-making in Nokia.....15
M3 Force-field Analysis in Nokia.............................................................................16
D2 Force field Analysis and its influences on leadership decision-making to meet
organisational objectives of Nokia..........................................................................16
P5............................................................................................................................17
CONCLUSION............................................................................................................20
REFERENCES...........................................................................................................21
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INTRODUCTION
a) Change
Change can be defined as a process in which companies and organisations
modify their working methods and aims, in order to develop new situations and deal
with new situations in the environment of organisation (Odor, 2018).
b) different types of changes in an organisation
Strategic change- Strategic change is changes in the organisation that are different
from its present state and change leads towards some desired future state to
improve organisational condition. This change involves congruence among
organisational strategy, structure and human resources systems and larger
environment of the company.
Structural change- Structural change involves change in hierarchy of authority,
objectives, structural characteristics of organisation and, procedures for
administration in and management systems. This can also be considered as
restructuring company meet organisational objectives more effectively.
Process-oriented change- This is another type of change and this involve
reengineering of processes so that organisation can achieve optimum productivity.
Process-oriented changes are generally related to manufacturing process or how
organisation assembles products and delivers services.
People-oriented change- This type of change modifies attitude, behaviour, skills
and performance of employees in an organisation. This involves processes involve
communicating, motivating, leading, and interacting within groups.
c) key differences between planned change and Emergent change
Planned change are those changes that organisation develop and implement with an
aim to achieve long term objectives.
Emergent changes does not follow any big upfront plan.
Certain other changes in planned and emergent changes are as follows-
Basis Planned change Emergent change
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Controllability of change Controllable Continuous process
including experimentation
and adaptation
Clarity Clarity of beginning,
middle and end of the
change
Not clear. Because it is
multi-level cross-
organisational change
Time involved Time consuming Messy and sometimes
inefficient
Responsive Less responsive to change Responsive to changing
strategic drivers
d) How change can be perceived as positive?
Some ways are there in which changes can be perceived positively. This
means that organisation when becomes able to utilise opportunities and deal with
potential threats, change becomes positive. Change can also be perceived positive
when it increase business efficiency, employees’ morale, motivation and encourage
innovation within business organisation.
e) How change can be perceived as negative?
Change can also be perceived negative when changes cause stress and also
cause loss of loyalty and for organisation when change cause losses in productivity,
profitability and revenue, change is perceived negative. Organisational change also
reduces and negatively affects morale and motivation of employees.
ACTIVITY 1
MARKS & SPENCER and TESCO
P1
a) Drivers of Change
Drivers of changes are those factors and elements that encourage change
implementation in organisation (Dølvik and et.al., 2018). Drivers of change are of two
types that are internal and external changes. Internal changes are those that that
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come from internal environment and external changes are those that come from
external environment.
b) Drivers that brought change in Marks & Spencer
Technology
Technology has become very important for success of organisations in
modern business environment. Along with this it is also one of the key drivers of
change for Marks and Spencer. Marks and Spencer is focusing on digital-first and
technology drivers this change within organisation.
Customers
Customer is another driver of change and this is external driver. Changing
requirements of customers required Marks and Spencer to bring change within
organisation to cope up with changes in customers and their attitude.
Competitors
Competition in retail industry is getting stronger and this is because of
innovations being adopted by competitors (Lines and Reddy Vardireddy, 2017).
Competitor also is a force for change in organisation and enables Marks and
Spencer to achieve competitive advantage.
Inventions
Marks and Spencer have strong capabilities for invention and they also
become a driver for change in organisation. Invention is concerned with new
developments within Marks and Spencer and when they increase organisational
efficiency they become drivers for change.
c) Drivers that brought change in Tesco
Capabilities
Capabilities refer to those factors that enable organisations to take advantage
over competitors. Utilising these capabilities Tesco implement change within
organisation using capabilities of organisation.
Resources
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Resources also contribute and encourage changes in Tesco. This means that
Tesco can bring changes to improve conditions and operations of Tesco and to
improve productivity and procedural changes in organisation.
Dissatisfaction
This means that organisation willing to perform better than their competitors.
This means that when Tesco is not satisfied with its existing practices and aims to
improve its performance (Satta and et.al., 2019). This dissatisfaction encourage and
force changes in Tesco.
Investors
Investors are also a force for change within Tesco. Tesco is responsible for
increasing wealth of investors and this is why it brings changes in organisation in
order to ensure that investors are able to get best return.
d) Compare Marks and Spencer and Tesco regarding impact of change on their
structure, strategy and operations
MARKS AND SPENCER TESCO
ORGANISATIO
NAL
STRUCTURE
Organisational structure of
Marks and Spencer has
become more flexible and
adaptive and dynamic.
With change Tesco’
organisational structure has
also changed and this involved
changes in formal roles and
jobs, control system, and work
processes.
STRATEGY
Marks and Spencer has
adopted a digital first strategy.
Through this strategy Marks
and Spencer mainly focuses
on digital elements of the
company and its working
practices.
Strategy of Tesco involved
introduction and
implementation of self-service
check out system throughout
its network. This means Tesco
has adopted a strategy for
customer satisfaction. This
strategy has helped in
significant growth and success
of Tesco.
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OPERATIONS
Operations have also changed
in Marks and Spencer
because of significant
technological involvement.
This means that in its digital
first, it has significant focus on
its online retail operations and
this way, operations of Marks
and Spencer has significantly
changed.
Operations of Tesco have also
changed as earlier in traditional
retail operations check-out and
payment required cashier
(Kansal and Singh, 2016). But
in changed operations and
adaptation and implementation
of self-service check-outs there
is no requirement for cashier.
M1 Different drivers for change
 Which drivers brought Positive Changes in Marks and Spencer?
Technology brought positive changes in Marks and Spencer. This is because
technology improved overall functioning of the organisation and enhanced its
operations. Digital technology has become very important in present business
environment and Marks and Spencer have also had benefit from adopting
digital first strategy.
 Which drivers brought Negative Changes in Marks and Spencer?
Competitors have brought negative change in Marks and Spencer. This is
because on the basis of competitors and their strategies Marks and Spencer
have to take decisions that can create complexity in organizational practices.
Because of increasing competition changes several times does not offer much
time and this also affect morale and motivation of employees.
 Which drivers brought Positive Changes in Tesco?
Dissatisfaction, this is a driver that brought positive changes in Tesco. This is
because this driver of change allows for constructive changes in organization
and is aimed at improving existing practices of the organization (Kansal and
Singh, 2016). Tesco through this driver has managed to effectively bring
change in organization and work on customer satisfaction.
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 Which drivers brought Negative Changes in Tesco?
Investors, though it is not completely negative force but many of the time
pressure created by investors become negative in organization. This requires
immediate changes and through this organization does not get enough time to
prepare for such changes. This negatively impact and influence morale and
motivation of employees.
P2 ways in which internal and external drivers of change affect leadership, team and
individual behaviours in organisations
Organization have clear dependency on interaction with external environments in
order to get into proper survival and growth. This will get into the environment inputs
transforming with help of various process and export output in business environment.
There are many ways I which internal and external business environments can
drive out organizational change.
The business environments is constantly interacting and responding to
organizations making up necessary changes in respect to internal environment
which sometime create pressure in internal forces also leaders can influences up
colleagues and guiding them holding a effective positions in achieving our business
goals. different leadership style is affecting external factors with organizational
environments, organizational resources, role of employee, culture with respect to
political factors and technology.
Leader are mainly dependent on the resource of organization such as
technology, finance and physical resources to help achieve their goals. On the other
hand, employee pays important role defined in respect to different roles and
responsibilities and different way to approach task impact on career development in
significant manner. They have need to work of business ethics and personal values
as difficulties in role can lead to face up several consequences in business
development in various aspect.
Cultures is mixture of presents and past leaders being normally difficult in
change in business cultures. As long being held in business. This is affecting leader
actions and way of making decisions. As the positive impact’s leader have good
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knowledge regarding suppliers m customer and respective competitors in way of
determining economic ad current political factors effecting the market place.
On the other hand, technology have been continuously changing business
market in dramatic manner. Leader have to change the different management styles
making up adjustments regrading addition of new technology. Everything is
impacting team ability with completion of task changing organization succession how
it can move forward. Team will have communication establishments for
improvements of outcomes involving out the sharing of ideas. On the other hand,
team will no leadership and communications will not be able to establish trust
between themselves leading to inefficient work process.
On the other hand, management process has clear aims to get into success by
decreasing up resistances against change. The change management is creating up
the psychological impact on the employees as the making up every modification
leads to resistances into organizations. the company have to make ease in
implementation of change to make finalization of process with management
concepts. The psychological effect on employees will create up employee with shock
of new, inconveniences, fear of failure.
There are other changes and uncertainty which is creating up here major level
of mod swings and emotional liability such as increase in negative emotions such
as irritability, distractibility, sadness, worry, agitation or passivity. Leader have the
need to arrow up their attentions with precipitating increase in errors for omissions.
Employee tends to develop tendencies to operate closer on the worst self-creating
lower level of trust and increased cynicism. Hence it is merely responsibility of
manager and leaders to mitigate the psychological impact to reach out the aim of
change management.
M2 Response of Marks and Spencer and Tesco to change
 Tesco using Systems theory
System theory is an interdisciplinary study of systems. Organization is also a
system which is made up of interrelated and interdependent parts. System
theory approach considers that organisation is an open system and must
interact with its environment in order to survive. By using this theory Tesco
can response effectively plan and get ready for the change (Teece, 2018).
This means that Tesco requires considering different elements of its
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environment affecting change and link and coordinate all these elements for
successful change. This also helps in planning and preparing for change by
effective organisation of different factors of change in internal and external
environment of change. Identification is possible identifying and applying
system theory.
 Marks and Spencer using Burke-Litwen Model
Figure 1 Burke-Litwen Model
This model involves 12 elements that are grouped according to the elements
group and are connected with each other. These elements influence each other,
these dimensions are mentioned in above figure. Marks and Spencer can get help
from this model and planning and preparing for change. Marks and Spencer can
utilise this model by assessing organisational and environment factors, that Marks
and Spencer requires adapting for change (Olivier, 2018). As this model outlines
different factors causing change in Marks and Spencer and this model also outlines
different elements of organisation through which organisation can successfully adopt
and implement change.
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P3 Measures to reduce negative impact of change
There are several strategies which leaders must do that are kind of harder
than termination the employment of someone. The purpose to decreases the
negative impacts on workers as well as protecting morale within a firm is to assure
separated staff members at each department should be treated with respect
(Upchurch, 2020). It is also noticed that there is no proper approach in order to
handle workers separations. There are five strategies to reduce such negative
impacts that are mention below.
No surprise, please- Workers get instinct when there is instability within firm,
especially when it is related to job eliminators and restricting. Open, transparent and
honest communication results in developing trust between them as well as
leadership. By the help of the advance signalling that means there is a change within
the air will provides people an opportunity so that prepare emotionally and mentally
both regarding change. In addition to this also gives a better platform for pivoting as
well as moving forward when change has occurred.
Engage Employees within conversation - The concept of performance
management is transforming enabling for quick, reliable as well as less formal
conversation. When it’s about the issues of performance a worker underperformed
within a role for a long period that crumbles their self confidence as well as progress.
Discuss various strategies whenever possible in order to help worker’s performance
that involves agreeing on transition plan.
Consider Notice- Working notice can lead to provide an effective process for both
employees and firm. It is relied on the core beliefs that where trust as well as respect
is also extended. For such thing to be applied there is a requirement of clear
communication between employees, HR and manager (Amis. and Janz, 2020).
Whenever possible, such approach enables workers the time to complete projects,
accommodate news and begins to prepare them for job searching.
Create a culture of learning-this means people can take new challenges as well as
develop their leadership and functional skills in order to set up for success within
future as job security is not something that can be guarantee by an employer.
Learning a culture must be mandatory for all workers within the firm. Staff members
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