Leading Change: M&S, Drivers, Leadership and Impact Report

This report examines the concept of leading change within organizations, using Marks & Spencer (M&S) as a case study. It begins by defining organizational change and its impact, highlighting the strategies employed by M&S in response to market demands and technological advancements, comparing them with Tesco's approaches. The report then delves into the internal and external drivers of change, such as cultural imperatives and environmental factors, and their influence on leadership and individual behavior within M&S. It explores the impact of these drivers on strategy formation, transitional and transformational changes. The report further addresses measures to mitigate the negative impacts of change, barriers to change influencing leadership decision-making, and various leadership approaches to effectively manage change initiatives. The analysis covers aspects like innovation, customer complaints, competition, government policies, and technological advancements. The report concludes by summarizing key findings and implications for leading change within the retail sector and providing insights into the dynamic nature of organizational change and the importance of adapting to external and internal factors.

Understanding and Leading
Change

Table of Contents
1INTRODUCTION........................................................................................................................................................3
2MAIN BODY................................................................................................................................................................3
3LO1...............................................................................................................................................................................3
1P1. Impact of change in organization .....................................................................................................................3
4LO2...............................................................................................................................................................................9
1P2. Impact of Internal and External drivers of change over leadership and individual behaviour in organization 9
2P3. Measures to minimize the negative impact of change on organization behaviour.........................................13
5LO3.............................................................................................................................................................................16
1P4. Barrier of change to influence leadership decision-making............................................................................16
6LO4.............................................................................................................................................................................17
1P5. Leadership approaches to deal with change....................................................................................................17
7CONCLUSION...........................................................................................................................................................20
8REFERENCES............................................................................................................................................................22

1 INTRODUCTION
Changes are denoted as the influence of development regarding new technologies and
related inclusions in the business sector and organizational hierarchy. All such changes that
influence the entire organizational hierarchy are more specifically specified as leading changes.
In this report, Marks and Spencer (M&S) is taken as an organization. M&S was established in
the year 1884 by Micheal Marks and Thomas Spencer. M&S is a leading brand in retail sector
and carry the business operations across the globe. Archie Norman is the current chairman of the
M&S. Steve Rothwell is designated as Chief Executive in M&S. All the influences of driver of
change over leadership and other individual and team behaviour will be precisely expressed in
this report. All the suitable measures to measure all the negative impact of change in
organizational hierarchy will also be reported in this report. All the respective influences over the
leadership in the organization because of the barrier of change. A suitable leadership approach
for the change initiative in the organizational context will also be reported in this report.
2 MAIN BODY
3 LO1
1 P1. Impact of change in organization
Organization Change: Organization change is defines as the change in the operational
practices, structure, organization hierarchy and technology. All such aspects resulted into
improved operational efficiencies of the company.
Impacts Marks and Spencer(M&S) Tesco
Strategies Formation The management of M&S has
faced plenty of problems in
forming strategies related to
the various operations.
The change in strategies
formation with the guidance
of information technology the
management of M&S got the
proper guidance and resources
to form the productive
strategies related to the
Strategy formation is a very
crucial process to get the
product success in the target
market but it equivalently a
very challenging task to
frame the perfect strategies.
With the influence of various
change drivers such as market
place requirements, business
imperative, cultural
imperative and environment
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marketing in context of online
shopping and many others
changes for various
operational activities.
The new techniques enables
the management of M&S to
deal with all the challenges
occurred previously due to
lack of information about the
market current market demand
and expectations of the
potential consumer's but with
the inclusion of information
technology in the organization
hierarchy the management can
analyse about all the above
factors as the various
resources such as market
research over consumer
expectations ate available over
internet that guided the
management of M&S to
launch all the products with
the proper strategies to cope
up with the expectations of all
the potential consumers of
M&S.
Inclusion of information
technologies in the operational
hierarchy of M&S provided
various inclusions are
conducted by the
management of Tesco such as
inclusion of information
technology in the operational
hierarchy that influenced the
entire strategy formation
related to the various
operations of the company.
The basic change information
technology could entertain
was to provide various
researches and guidelines to
evaluate about the current
market trend, fashion and
consumer's expectations
which earlier was the huge
challenge for the management
of Tesco.
The strategy formation
becomes very convenient
related to all operational
activities as all the quality
research and related
framework guides the
management towards the
right frame of mind.
Strategy formation is a tough
task and all such changes in
the retail sector has resulted
into various new techniques
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various new and dynamic
operational strategies to the
management of M&S that also
enabled the operational team
to reduce the cost for each
retail product which
previously was the big
challenge to reduce the cost of
sale.
Various drivers of change play
the crucial role in the leading
change related to the strategy
formation of the M&S such
drivers are precisely expressed
as market place requirements,
business imperative,
organizational imperative,
culture imperative and
environment factor. All such
drivers played the huge role in
the different strategies
formations related to the
various operational activities
of the M&S.
For example the management
of M&S has applied various
techniques in the strategy
formation which are deeply
influenced with current trend
and fashion and also guided to
use proper techniques to
and dynamic strategies that
positively impacted all
associated operational aspects
of the Tesco and it also
guided the management to
deal with the challenge
related to the reduction of
cost. The proper operational
techniques enabled the
management to follow the
right process that saved
plenty of time in operations
which directly helped the
management to reduce the
cost of sale.
The company management
implemented the strategies
related changes but the
company focused more over
applying the same strategies
rather then focus over
initiating the major changes
in strategy formation.
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reduce the cost and even the
selling price of various
products of the company. All
such aspects are influenced by
all the respected drivers of
Strategy formation (Ambekar
and Hudnurkar, 2017).
The management of M&S
relied more towards
technology in forming the
strategies specially marketing
related after the change of
strategy formation rather then
using the old techniques.
Transitional Change Use of old operational
techniques becomes the huge
challenge for the management
as the processes resulted into
increased operation costs.
Various change drivers such
as market place requirement,
environment, cultural
imperative and business
imperative guided the
management of M&S about
all the current operational
techniques that also dealt with
the challenge related to the
increasing cost of operations.
All such change drivers
provided huge relief to the
Transitional change played
the huge role for the
management of the Tesco to
deal with various challenges
regarding outdated
technologies.
Transitional changes are
denoted as the change of
phase that guided the
management of Tesco about
inclusion of various new
technologies and techniques
in the organizational
hierarchy of the company that
efficiently dealt with the
challenge regarding use of
outdated technology in the
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management of M&S to face
with the challenge related to
the increasing prices of retail
products in the market as the
management could efficiently
apply new and effective
operational techniques with
the guidance of proper
research in regards to the
applications of all such
strategies the management
could reduce various
operational cost and even
certain processes remains no
longer usable that reduced the
cost of sale related to the
various products of the
company.
For example all the inclusion
of new technologies in the
operational aspects of the
M&S are majorly impacted
because of various drivers of
change.
operation hierarchy of the
company.
The management of Tesco
has not just dealt to upgrade
the old technology but it also
guided the management to
create various new processes
and techniques related to the
operations that also reduced
various stages and time in
conducting the entire
operation process of the
company. All such
transitional changes has
mainly influenced by various
drivers of change such drivers
are specified as environment,
culture imperative, market
place requirements.
Transformational Change Transformational changes
dealt with certain challenges
regarding up gradation of the
operational hierarchy based on
the current need and
requirements.
Transformational changes also
Transformational changes has
impacted the decision-making
journey of the Tesco
management in launching
various new products in the
retail market.
Transformational changes
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play the crucial role in dealing
with survival challenges
related to the business
organization.
Business imperative and
organizational imperative play
the major role in the
transformational change. As
all such change drivers guided
the management of M&S to
launch several new products
in the retail market and also to
upgrade various old products
based on the current need and
requirements.
For implementing the
transformational change the
management of M&S focused
more over launching new
retail products such as anti
hair fall shampoo and other
dynamic products that enabled
the company management to
transform the business
operations of the company.
For example at the various
occasions the management of
the M&S has included
numerous new techniques to
upgrade the operational
structure of the company that
guided the management of
Tesco to deal with survival
challenge and also the
challenge regarding updating
the quality of old products
based on the need of the
market.
All the transformational
changes are influenced with
Business imperative and
culture imperative drivers of
change.
In process of transformational
change the company
management focused more
over updating the existing
products the company
management not much
emphasised over launching
the new products.
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deeply influenced with the
need and demand of the retail
market (Church, 2017).
4 LO2
1 P2. Impact of Internal and External drivers of change over leadership and individual
behaviour in organization
Definition of leadership: Leadership can be defined as an ability or skill by which a leader
manage and guide a group of people or employees of an organization. So, it can be said that it is
an action of ability of leading staff members, team, individuals.
INTERNAL DRIVERS
Cultural Imperative
Cultural imperative impact on behavioural approaches related to the individual and
various teams in the operational hierarchy of the M&S.
Cultural imperative leads to various positive behavioural approaches such as better work culture,
friendly working atmosphere, good and dynamic leadership approaches.
Cultural Imperative also put a negative impact over leadership and individual behaviour in the
M&S as it influenced to use inconvenient working practices, negative work culture and
unproductive operational strategies that negatively affected the leadership behaviour and
approach in the M&S.
Various impacts have noticed in the operational structure of the Tesco influenced by
various factors of cultural imperative.
Factors related to the cultural imperative guided the management to improve the work culture of
the Tesco. Cultural Imperative also impacted the leadership behaviour in Tesco as it could
guided to the leadership of the company towards negative aspects such as unproductive working
strategies influenced by external and competitive factors in the retail sector (Goadrich, 2016).
In addition to culture you can discuss
1. Innovation: Innovation is one of the important element of culture. It refers creative
thoughts, innovative ideas of employees or other things by which company can improve
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its productivity.
2. Customer complaints: An effective culture is the one who have abilities to solve
customers complaints quickly and in an efficient manner. Those organizations who has
skills to prioritize its customesr and employees are seemed to have the best and effective
culture.
EXTERNAL DRIVERS
Environment
Environment is one of the dominating drivers that played the huge role in the various
development strategies related to all the products of the M&S.
Environment driver of change involve all the respective changes related to the political, social,
economic and legal factor related to the retail market in the organizational hierarchy of the M&S.
Environment drivers such as Competition, Government Policy, Technology and inflation have
affected the mentioned organisations.
New competition, Customer satisfaction and reviews impacted the leadership behaviour in M&S
as the leadership of the company becomes more creative and dynamic. The leadership of the
M&S could critically evaluate about the business practices of the company to improve the
practical efficiencies and also the behaviour of leadership could creatively think about following
the new and dynamic practices that can improve the profitability of the company in the retail
market. (Eesley, 2016).
The management of the Tesco seems very keen towards inclusion of all the respective
changes influenced with the various aspects of environment driver such as political environment
in UK, social inclusions and dynamics in UK and various changes in Laws of UK related to the
retail sector are included while forming various policies and strategies related to all business
operations of the Tesco. Environment factors attached to the retail sector could also influenced
the leadership behaviour of the Tesco by providing more dynamic and creative approach towards
the business practices of the company.
Market Place Requirement
Market place requirement is a very productive driver of change that leads the
management of M&S to introduce various new products in the retail market based on the
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requirements of the market. All the individual and teams in the operational hierarchy of the M&S
work as per the requirements of the retail market to improve the profitability of the company.
Market place requirements drives the leadership behaviour of the M&S to critically analysed
about the product quality of the company based on the market demands.
Market place requirement play the major impact in the individual and team practices
related to the various operations of the Tesco.
Market place requirements impacted immensely the leadership behaviour of Tesco as the
management and leadership started following the more critical and creative business practices
that drives the management and leadership to launch various new products based on the market
demands.
Business Imperative
Business imperative is among the dominating driver of change related to the M&S
organization.
Business imperative guided the management of the M&S about all the transitional and
transformational aspects related to the retail sector that also impacted all the individual and team
policies related to the various business operations. Business imperative also had a negative
influence over the individual and team behavioural approach of the M&S as many times it could
lead to various non practical operational strategies that resulted into negative outcomes from the
operations. The leadership behaviour of the M&S also impacted by the business imperative as
the management could follow various approaches for the advancement of the business
organization.
Business imperative guide the individual and team behaviour of the Tesco about all the
latest inclusions and changes in the retail sector that enables the individual and team behaviour
of the Tesco to follow better and upgraded working practices and techniques. Business
imperative precisely impacted various behavioural approaches related to the individual and team
behaviour of the Tesco that resulted into unproductive operational outcomes.
Business imperative also impacted the leadership behaviour of the Tesco as the management and
leadership becomes more open towards the retail market and its related launching the new
products.
Leadership and Employee Behaviour
Leadership and employee behaviour play the dominating role in setting the productive
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work culture in the organizational structure.
The positive approach and mindset of the leadership also influence the behaviour of individual
and team to work as per the positive mindset that also resulted into productive working practices
and approaches based on the organization hierarchy.
The behaviour of individual and team in the operational structure of the Tesco is largely
impacted with the leadership of the Tesco.
The company management has witnessed various negative impacts such as inappropriate
operational structure, unsolved employees grievances and unclear working approaches as a result
of the inappropriate leadership and employee behaviour.
Leader and Employee Mindset
Mindset of the leadership and employee played the crucial role in the M&S operational
aspects. This factor deeply impacted the leadership behaviour in the company as the leaders
started following various new and dynamic business practices that resulted into creative
individual and team behaviour in the company.
The operational aspects of Tesco is deeply affected with the mindset of employee and
leadership. Many times the negative aspect of the mindset related to the leaders and employee
resulted into unproductive working atmosphere and it also generated various issues because of
the several misunderstandings between the employees. This factor could negatively impacted the
leadership behaviour in the Tesco and it also resulted into diminishing of confidence level in
leadership of the company.
Team and individual behaviour – Major changes in any organisation can often lead to
uncertainty among employees as they fear the unknown especially when there is lack of
communication and employees do not know how they will be impacted by these changes.
Employees and team members are likely to resist changes in organisations due to lack of
competence from them and this is a key reason why employees resist change. Although
sometimes the change is necessary to help build and improve on skills, individuals still fear they
will not be able to go through the transition successfully. This leads them to refuse to accept the
change. Leaders and managers in their organisations must introduce dynamic ways to motivate
and reassure them to accept the changes.
Leaders also have the responsibility to set goals, reward and have open communication channels
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