This report examines the critical role of Human Resources in managing change and shaping organizational design, using Tesco as a case study. It begins with an overview of change management, referencing key theories and models such as Lewin's and Kotter's models. The report then explores HR's strategic functions in planning, communication, and influencing change within an organization. Different types of changes impacting organizational design, including transformational and psychological changes, are evaluated. The report also critically assesses the complex relationship between organizational design and change management, supported by illustrative examples. Finally, it offers recommendations for effective change implementation within the organization, emphasizing the importance of communication and the strategic use of change management models. The report concludes by summarizing the key findings and providing a list of relevant references.
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