Analysis of Change Management and Leadership at Marks and Spencer's

This report provides an overview of Marks and Spencer's, a British multinational organization, and analyzes its approach to change management. It examines the barriers to change, such as underestimating complexity and lack of knowledge, and how they influence leadership decisions. The report applies the Force Field Model to determine factors supporting and opposing change. It explores different leadership approaches, including authoritarian and participative styles, and evaluates their advantages and disadvantages. Additionally, the report discusses the application of Force Field Analysis to meet organizational objectives and uses the McKinsey 7-S model to assess the company's future success. The conclusion emphasizes the importance of planning, communication, and change management strategies for successful organizational transformation. The report references key academic sources to support its analysis.

UNDERSTANDING
AND LEADING
CHANGE

Overview of Marks and Spencer's
 The Marks and Spencer's is a British multinational organization that is headquartered in the Paddington, London, England.
 Earlier, the organization was majorly focused on providing the customers with products related to the clothings and apparels.
 However, now, the organization is provides its customers with a wide range of products including food, clothing and
homeware accessories.
 The organization was founded by Michael Marks and Thomas Spencer in the year 1884, i.e., 138 years ago.
 The key people of the Marks and Spencer's include Archie Norman, Stuart Machin, and katie Bickerstaffe.
 Currently, the organization has around 78000 employees across the globe and approximately 959 stores in United Kingdom.
 The Marks and Spencer's is currently available at 1463 locations all over the world and provides the customers with a wide
range of brands which includes Per Una, Autography, Good move, Rosie, Blue Harbour, M&S collection, Boutique, Jaegar,
M&S Energy.

Barriers to change and how they influence the leadership decision within an
organization
 There are several barriers to change within an organization that affects the leadership decision
within an enterprise. Similarly, the barriers to change within the Marks and Spencer's have been
explained below:
 Underestimating the complexity:
 The process of change within an organization is not easy.
 Insufficient change management strategies:
 Before implementing any kind of change within an organization, it is the responsibility of the
leaders existing within the organization to determine the feasibility of the change within the
organizational context.
 Lack of knowledge
 When the leaders and the management of the organization do not have sufficient knowledge with
respect to the change they have been planning within the organization, it leads to the development
of barriers within the company with respect to the implementation of change within the enterprise.

Application of the Force Field Model to determine opposition and support
for change
 The Force Field Model can be described as model of change management that is
used by the various organizations in order to determine and document the factors
that support and oppose change within an organization. The application of the
Force Field Model in order to determine the factors which oppose change and
the factors which support the change within the Marks and Spencer’s are as
follows:
 Factors that support change
 Customers
 Improves productivity
 Reduces the training time
 Low maintenance cost
 Factors that oppose change
 Staff fearful of new technology

Application of forces field analysis to meet organization objective
 Forces field analysis is an basic tool for the root cause analysis that help company to take action once the root cause has been determined.
 The technique based on assumption that any situation is forces for and the against the current state being equilibrium. This will help to make ideas
for change and forces that have a great impact on project related to the change.
 In this session the first step is to assess current situation by identify the strength, weaknesses, opportunities and threads of the company. In second
step define the objective or expected outcome of change initiative.
 The third step is identified driving forces and then next step is identify restraining forces.
 Then next is evaluate the forces which is selected then create an action plan.

Application of different leadership approach in dealing with change.
Leadership is the main components which is necessary to achieve successful change. A good leader who are most effective
at applying change are individuals who not only motivation on structural or operational side of change but arrange the
human components as well.
 Authoritarian leadership: this allow impose define and expectations outcomes. This approach is used when team
members are need clear guidelines. For example, tesla use this model to handle their management.
 Participative leadership: This is rooted in the democratic theory. This leadership style or approaches involve employees
in making decision making process. This style help employees to adopt change and they feel motivated so they give their
100 presents in work. This style is followed by Tesco company.

Advantages and disadvantages of different leadership approaches
Authoritarian leadership approach
Advantages
 Time spending on decision making is reduce
 Chain of command is effective
 Mistakes in implementing plan or change can be reduce
Disadvantage
 It kills employee’s innovation and creativity
 A very stick approach of leadership
 It increases employee’s turnover
 It reduces collaboration and synergy
 Sometimes it led to employee’s rebellion

Participative leadership
Advantages
 It increases employees job satisfaction and motivation
 High level of the production can easily achieve
 It also helps in creating or making strong team
 It encourages employees towards creativity and innovation
Disadvantage
 This is very time consuming in making decision
 Lack of communication can be happened sometimes
 Poor decisions can made if employees are unskilled
 Security issue arise because of the transparency in information sharing

Evaluation of effectiveness of leadership approaches and change management models
Leadership approaches can be evaluated by key performance indicators to evaluate employee’s performance, by measure workforces’ attitudes
or by measure company profitability, strategic objective etc.
McKinsey 7 – s model
This is a business tool that is assesses the future success and well being of a company. In this model there are seven elements such as strategy,
system, structure, skills, staff, shared values and style. This model helps in :
 Facilizing organizational change
 Improve the performance of the company
 Aligning organization to new strategy
 Modelling the effects of future changes within an organization
 Aiding the acquisition and merger of a company
 It also helps in management to set values for systematic decision making

CONCLUSION
 From the above report, it can be concluded that implementing change within an
organization is not easy.
 In order to implement change under an enterprise, it is important for a company to plan
in advance how the change is going to take place within the organization. The changes
taking place should be communicated with the staff in advance and the organization
should also develop strategies that can help the company in managing the change.
 However, if an organization is unable to manage the change within the company can
create several problems within their enterprise with respect to the prospective changes.

REFERENCES
 Hayes, J., 2022. The theory and practice of change management. Bloomsbury Publishing.
 Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change
management: Forward to the past? An exploratory literature review. Journal of
Organizational Change Management.
 Nosratabadi, S., Shoul, A. and Arman, H., 2020. Explaining productive organizational
energy using force field analysis. Modiriat-e-farda, 64(64), p.135.
 Thomas, J., 1985. Force field analysis: A new way to evaluate your strategy. Long range
planning, 18(6), pp.54-59.