Analysis of HRM and Change Management Strategies for M&S

This report delves into the critical intersection of Human Resource Management (HRM) and organizational change. It begins by defining change management and its significance, particularly within a corporate context, using Marks and Spencer (M&S) as a case study. The report explores various change management theories and models, with a specific focus on Lewin's Change Management Model (Unfreeze-Change-Refreeze) and the Nudge Theory. It then examines the pivotal role of HR in organizational design and managing change, emphasizing the importance of HR in implementing changes, rethinking organizational structures, and ensuring that changes are executed respectfully. The report further evaluates different types of organizational changes, such as transformational change, and discusses the often-complex relationship between organizational design and change management. The conclusion summarizes key findings and provides recommendations for HR professionals, including the importance of understanding employee behavior and communicating the reasons behind changes effectively, along with providing relevant training to ensure the success of organizational goals. The report references several academic sources that support the analysis.

HUMAN RESOURCE
MANAGEMENT

TABLE OF CONTENT
• Introduction
• Different theories and models to change management
• Role of HR in organisation design and managing change
• Critically evaluation of different types of changes
• Critically discussed often-complex relationship between organisational design
and change management
• Conclusion and recommendations.
• References

INTRODUCTION
• Change in the organisation defines the
actions in which corporate entities or
organisations modify a big component of
its business such as its work culture,
internal processes, underlying
technologies it utilises to operate.
• Change management in the organisation
defines the method of leveraging change
to bring opportunities and positive
resolutions in the business.

CONTINUE
• This presentation considered the Marks
and Spencer to attain its objectives.
• This is a multinational organisation in
retailing sector which is founded in 1884
by Michael Marks and Thomas Spencer.
• This presentation will highlight different
theories and models in the change
management.

DIFFERENT THEORIES AND
MODELS TO CHANGE
MANAGEMENT
• Lewin's Change management model:
• This is one of the change management
models used by the business leaders. It
was introduced by Kurt Lewin and
known for three step in order to break
down the changes in the organisation. In
addition to Marks and Spencer, the model
is applied below:
• Unfreeze
• Change
• Refreeze

NUDGE THEORY OF MANAGING
CHANGES
• This theory depends on indirect and
subtle suggestions that are backed up by
evidence so that workers will be nudged
in the change direction that one is desire.
• It is found that nudging change is more
effectual than rigorously enforcing
change.

ROLE OF HR IN
ORGANISATION DESIGN AND
MANAGING CHANGE
• It has been evaluated that HR has
different rolls in managing change.
• HR has to implement a change because it
is a requirement of business due to
several internal and external factors.
• It is a major role of HR to ensure that
change is identified, created and carried
out in a respectful manner.
• HR possesses a very important role re-
thinking organisational design to bring
out modifications and provide the
implementation of these new processes.

CRITICALLY EVALUATION OF
DIFFERENT TYPES OF
CHANGES
• It has been critically examined that changes can be
taken place into organisation in different forms.
• Some of them are transformational change and
psychological change.
• Organisation implements transformational change
in their business in order to reform their structure
or to response the business environment or
technology outside the business.
• These kind of changes can produce doubt, fear,
insecurity in employees and requires to be very
well handled and managed.

CRITICALLY DISCUSSED OFTEN-COMPLEX
RELATIONSHIP BETWEEN ORGANISATIONAL
DESIGN AND CHANGE MANAGEMENT
• It has been critically evaluated that a strategy for an organisation might be effective and beneficial for a while but
the organisational structure should also be supported to its cause.
• In context to M&S, it is identified that they are facing many issues due to its current organisational structure which
reduces their progress and productivity because of the bad decision taken by their employees.
• In order to rectify them, there is a need to adapt changes so that targets and objectives of the business should be
achieved with relevant plans and strategies

CONCLUSION AND
RECOMMENDATIONS
• From the presentation, it has been concluded that change is always the part of the organization as one
strategy or plan cannot deliver benefits all time.
• These changes can be taken place into different forms such as change in organizational change or
internal processes.
• HR plays a very important role in managing changes such as they provide the need of change, training
to employees, understanding their behaviour and emotions.
• Moreover, the recommendation is that HR must understand the employee’s behaviour and their fear to
change.
• It is important for them to clearly communicate the reasons of changes while giving them training so
that overall aims can be gained for the benefits of organization.

REFERENCES
• Ling, F.Y.Y., and et.al., 2018. Human resource management practices to
improve project managers’ job satisfaction. Engineering, Construction and
Architectural Management.
• North-Samardzic, A. and de Witt, M., 2019. Designing a human resource
management simulation to engage students. Journal of Management
Education, 43(4), pp.359-395.
• Ogbeibu, S., and et.al., 2020. Technological turbulence and greening of team
creativity, product innovation, and human resource management: Implications
for sustainability. Journal of Cleaner Production, 244, p.118703.