Project on Change Leadership: Marks & Spencer, House of Fraser, Nokia

This project delves into the intricacies of change management within the context of Marks & Spencer, House of Fraser, and Nokia. It begins with an introduction defining change and its various types: developmental, transformational, and transitional, along with the perceptions of change as positive and negative. The assignment then explores strategies to minimize the negative impacts of organizational change, recommending and evaluating various approaches. The project further examines the drivers of change, both internal and external, affecting these organizations, and analyzes how these drivers influence leadership, team, and individual behaviors. Using theoretical models like Force-field Analysis, the project evaluates how these organizations have responded to change and the impact of change on leadership decision-making. Finally, it applies leadership approaches, including Situational leadership, Kurt Lewin’s change model, and Kotter’s 8-step change model, to the organizational contexts of Nokia, critically evaluating their effectiveness in driving organizational change.

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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when they were not experiencing organizational change at work. A lot of
companies look to benefits and salaries as the first place to cut back when they are
looking to make changes, which involve cost – savings. Motivation decreases,
taking job performance along with it. Employees lose their company loyalty and is
possible even to become angry enough to purposefully sabotage the company.
Activity 1
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.
Leaders must do few things that are more difficult than terminating someone’s employment.
The key to minimizing the negative impact on the affected employee and protecting morale in
the workplace is to ensure separated employees at every level are treated with respect and
dignity in the process. Therefore is (no one size fits all) approach to handling employee
separations. Here are five ways to minimize the negative impact:
 No Surprises, please
- Sense of the employees when there is instability in the business,
particularly when it comes job eliminations and restricting. Open,
transparency and honest communication helps to create trust and faith
between employees and leadership. Advanced signaling that change is
in the air will give people an opportunity to prepare emotionally and
mentally for the change and way better platform for pivoting and
moving forward, once the changes have taken place.
 Engage Employees in the Conversation as Early as Possible
- The landscape of performance management is changing, allowing for
more frequent, authentic and less formal conversations. When it comes
to performance issues, most of the time an employee underperforming
in a role for a prolonged period erodes self-confidence and progress.
Whenever possible, discuss strategies to help your employee improve
performance or begin a dialogue that includes parting ways and
agreeing on a transition plan.
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 Consider Notice: Working notice
- This notice can help a lot to facilitate a smooth transition for both
organization and the employee. However, it is based on the core belief,
where respect and trust are extended, also returned. This kind of
arrangement to be successful, it does require close management and
clear communication between Human Resources (HR), Employee and
the Manager. Exactly this approach allows the employee time to
acclimate to the complete projects, news and begin to prepare
themselves for their job search.
 Create a Culture of Learning
- Not every employee can guarantee security, however creating a learning
culture where individuals can take on new challenges and develop their
leadership skills and functional skills will set them up for future success
in future with you or their next employer.
 Provide Career Transition Support
- The most confident, talented and successful professionals, the
unexpected loss of their job is difficult, stressful and overwhelming life
experience. To working with a career consultant provides individuals
with an opportunity to reflect on their strengths, then clarify their goals
and develop a strategy that will help them land sooner in a well aligned
job.
N.B: This answer has a conclusion of your own judgement or opinion
In your opinion, based on your experience and real life scenarios, do these
measures/strategies really work in all organisations?
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 Based on my own experience and life. I believe this strategies and measures really
work in businesses. However, my opinion is based on that, if you have very good
communication and honesty with your team, they will trust you, therefore I believe all
this ways and strategies are connected, so if you apply a few of this strategies together
in the real life, the result will be positive.
P1
What do you understand by Drivers of Change?
My understanding for drivers of change is that, there is two kind: external and internal.
However, this is a pressure that shapes change.
This include change of services, designs, plans, strategy, operations and services. Basically, it
could change almost the whole process and the way of the business. The following are
common change drivers, which they begin with internal and then progressing to external
pressures.
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A) Identify and explain minimum FIVE DRIVERS that brought change in Marks &
Spencer. What were the recent changes that took place in Marks & Spencer?
(Identify both External and internal drivers which is applicable)
Eg: Technology can be external and internal driver. What changes did this driver bring in
Marks and Spencer?
Technology
Technology is one of the important drivers of change that brought change in
Marks and Spencer. M&S announced a new technology transformation program that
will enable it to become a digital-first business and deliver improved customer
experience. Technology transfer is aimed at creating more agile, faster and
commercial technology. This is recent changes that have been announced by M&S.
Customers
This is another important driver of change in which M&S bring changes
within organization based on changing requirements of the customers. This change
ensures that M&S is capable to deal with changing customer requirements and this is
also important for retaining customers.
Competitors
This is another driver in which M&S and changes in its organization are
encouraged by competitors and their activities. M&S is operating in an intense
competitive environment and in order to get competitive advantage certain changes
are important to implement.
Government
This is another important driver of change, government play important role in
operating organization. Government brings changes in policies and this requires that
M&S also implement changes in its operations. For example – government brings
changes in policies of environment safety and sustainability, M&S will have to
changes in its activities in order to comply with government policies.
Desire
This is another important driver in this when M&S realize that its practices
and operations require changes in order to improve them. In order to enhance existing
practices organization can bring changes.
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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?
(Identify both External and internal drivers whichever is applicable)
a) Compare Marks and Spencer and House of Frazer where there has been an impact of change
on their structure, strategy and operations
MARKS AND SPENCER HOUSE OF FRAZER
ORGANISATIONA
L STRUCTURE
Due to the impact of changes,
marks and spencer have
transformed within the
organisation by ways of
changing the way things are
done - with its corporate
culture been more dynamic
and flexible.
For that reason, there have
been changes to top
management byways of
restructuring the overall level
management. As such, Steve
Rowe takes over where all
undertakings are directed.
HOF are investing millions in
transforming 7 House of Fraser
into luxury stores. The name will
be shortened to Fraser.
House of Fraser have advised
suppliers that they will be divide
into two divisions with HOF
catering for the mass market and
Fraser stocking more designer
labels. The first store to get a
maker over will be HOF flagship
store in Belfast as well as being
rebranded.
House of Fraser are planning to
revamp their department store to
make it a place where customer
would want to shop again,
providing customer with the
discounted brands whilst still
providing a premium service. This
will help to transform the business
to make it more profitable.
BBC has advised that the HOF will
be closing 4 major stores because
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the landlords would not come to an
agreement regarding reduce the
rent. The site that will be closed
include Nottingham, Norwich,
Lakeside and Metro centre.
STRATEGY
M&S will close an estimate
of 110 stores in which 25 are
simple food outlets and 85
full stores. M&S have already
closed 13 stores and relocated
or closed another 25. They
also are looking into opening
another 75 food stores as a
plan to reshape M&S food
halls.
M&S are in their first phase
of restoring back the basics
and the legacy issues they are
facing. By producing a Plan,
A 2025 plan, which is an
improved strategy that builds
on the organisation strengths
whilst assessing the
communication barriers
affecting brands and
customers. The plan supports
the organisation vision to
become a sustainable retailer
again. M&S have pledge to
use 25% recycled materials in
a quarter of the clothing that
they sell.
M&S plans to modernise the
December last year HOF was
losing at least £3 million per week.
So, HOF decided to update their
department store tills and IT to
Sports Direct system. They aim to
cut cost by moving it warehouse
and distribution to Derbyshire
where their main facilities are.
HOF has merged the headquarters
with Ashley luxury Flannels.
HOF has employed a set of
consultants to help to drive the
business back to sustainability by
improving efficiencies in the
supply chain and distribution
network.
HOF Fraser went on a downward
spiral due to
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