Marks & Spencer: Understanding & Leading Change - Strategy & Ops

This report examines the impact of various change drivers on Marks & Spencer (M&S), a prominent UK retail company. It compares organizational examples where change has affected M&S's strategy and operations, focusing on political issues, economic weaknesses, and technological advancement...Read More

Understanding & Leading Change
Table content:
Introduction
LO 1:
Compare different organisational examples where there has been an impact of
change on an organisation’s strategy and operation.
LO 2:
Evaluate the ways in which external and internal drivers of change affects
leadership,team and individual behaviours within an organisation.
Evaluate measures that can be taken to minimise negative impacts of change on
organisational behaviour.
LO 3:
Explain different barriers to change and determine how they influence
leadership decision-making in a given organisational context.
LO 4:
Apply different leadership approaches to dealing with change in a range of
organisational context.
Conclusion
References

Introduction:
In the report of this Unit the chosen organisation to speak about is known as one of the most
known retail companies in the UK and not only, which in the last few years has gone through
some new changes because of many factors around which will be mentioned later in the
report.The name of the company is indeed Marks&Spencer.
Alternating or substituting in business circumstances and situations may have a straight
impact on an organization's capacity to stay afloat in its marketplaces. Multiple business
experts think that organizations that do not adapt to changing macro and micro environments
are attempting to lose their allure over time (Barbara and Swailes, 2010). Modifications may
enable an organization to rethink its strategy and create innovative objectives to meet all the
requirements in the sustaining marketplace.
Marks & Spencer, headquartered in the United Kingdom, is among the most well-known
retail companies in the UK, but also in other states where it is operating as the EU and USA .
The company was established during the year 1884 and works within the retail sector
(Cameron and Green, 2015). When looking at the amount of workers at Marks & Spencer, it
is estimated that the company employs around 84,000 people throughout the globe.
Apparel,shoes and accessories, furniture and home accessories ,food items, and a variety of
other items are among the main goods offered by the organization.
LO 1:
Compare different organisational examples where there has been an impact of change
on an organisation’s strategy and operation.
Change drivers are indeed events or circumstances that cause adjustments in an organization's
regular functioning and operation. Multiple researches in organizational administration may
make you realize that multiple and different organizations have distinct change drivers. Also
as a result, M&S might have had a large number of change drivers, as described below:
M&S's operation is affected by a variety of political issues in the United Kingdom, which
forces the company to rethink its strategies and the company goals (Cawsey et al., 2011).
Furthermore, a state's financial weaknesses may be a catalyst and motivating point for
different retail organisations and in particular for M&S.
Furthermore, technological advances may be the cause of the organization's transformation.
Somehow there may be times when M&S must abandon its previous technologies in favor of

the purchase of new equipment and as well employ staff that would be able to engage with
the new technologies.
It has been shown that there exists several drivers of change for M&s in this manner.
The consequences of change:
When it comes to the effects of change on M&S, it could be stated that changes that can take
place in the business environment are to blame for the subsequent effects.
Modifications in an organization's productivity gains and as well in the work rate sector are
typically profound. Adjustments in the UK's nature of the economy and as well in the
political sector may force M&S as well as any other businesses to rethink their strategies.
Multiple researches in organizational top leadership are useful in recognizing that
modifications may have a significant impact on the organization's long-term viability (Daft
and Marcic, 2010). Production and revenue may both be improved if adjustments are
determined to be beneficial to the company. Organizations, on the other side, are probable to
be harmed if developing changes pose a threat to M&S. According to the latest research, the
impending developments would have an impact on a wide range of industries. Those
categories may comprise commercial marketing and advertising, staff accomplishment,
workforce structural or administrative placement, and etc.
Change in the organisational action of plans:
Listed below is among the most significant developments in organizational strategy.
Emergent changes in an organization are responsible for having a significant impact on the
strategy. Changing circumstances in organizations, according to most of the research, may
enable the business to create new approaches and methods (Deichmann and Stam, 2015). In
light of current organizational plans, it may be said that developing changes in the business
environment require strategy adaptability. Effective strategies are critical for M&S to adapt to
changing circumstances while also recovering efficiency and revenue.
Adjustments have an impact on the strategy of many of these sections inside an organization
(Koontz and Weihrich, 2012). Changes in organizational structure, learning and improvement
strategies, work team and personnel numbers, as well as other factors may be required by the
top management to be adjusted.
Within that manner, it can be stated that changing developments have a significant impact on
an organization's strategy for achieving sustainable growth and development in its respective
marketplaces.
An overview of the M&S and its change processes:
There exists a lot of research papers related to the M&S company in the United Kingdom.
Has been discovered that some change drivers exist, and perhaps even the effects of the
modifications that took place on the organization. Below it can be found a summary of the
significant results from some of those research papers.

Brexit Impact on the M&S:
We all know that in 2016, the United Kingdom held a referendum where each of the
European Union's member nations took part. Following the vote, the United Kingdom
withdrew from the European Union and declared itself the world's only economy. It has been,
and indeed is the main choice made by the British government, ultimately resulting in the
worst social - financial circumstances of the state (Hobbs, 2016).
According to the research, various EU member nations have a detrimental impact on the UK's
political connections. So the majority of nations have a negative view regarding UK-based
companies doing business in foreign marketplaces. Therefore , it was also discovered that the
UK was in the midst of a significant crisis that had a negative impact on the majority of the
state's businesses.
It was revealed that M&S, the most well known company in the United Kingdom, has been
exposed to significant risks as a result of adjustments in the financial and socio - political
system. Also in the financial marketplace the fall of the pound, had enabled the company to
lower the pricing of its goods in order to increase revenue and performance in the commercial
marketplaces. Except that, however, the companies additionally made a number of choices
on staff layoffs, the establishment of innovative economic and growth plans, and a variety of
several other initiatives (Mann et al., 2016). Under this manner, it could be stated that
BREXIT had a significant impact on M&S's operations in European markets, allowing
tactical leaders to create innovative goals and programs to ensure market continuity.Therefore
that being said it can be concluded that the company had implemented more of a personnel
change as that implies of implementing mass hiring or layoffs due to the BREXIT that has
taken place.
Logo of Marks and Spencer:
The economic crisis of 2007-2009 that had a bad impact on the M&S as a business:
Some shifting circumstances that M&S encountered in the British trading marketplaces had
taken place between 2007 to 2009 and were equivalent to the BREXIT vote. From the
research paper it was found how the organization missed a significant amount of revenue as a

result of the mortgage crisis in the United States. Circumstances comparable towards the
Great Depression were seen throughout the world, which were also influenced by
multinational organizations' operations (Guillén, 2012). According to the research, M&S
operate a large number of outlets and shops in the United States, which were badly impacted
mostly by the financial downturn from 2007 to 2009. Throughout this period, the company
had to make significant adjustments towards its tactics so the company could stay afloat in
the difficult economic environment.
In light of the impacts of the 2007-2009 global recession, leaders in the organization were
forced to stop operating some shops in order to reduce maintenance revenue. That being said,
M&S was also discovered to have thrown away a lot of goods offered in various commercial
sectors. The organisation's manufacturing processes have been adjusted to suit the new
circumstances (Northouse, 2015). That had been a period when the company was said to be
working on ways to reduce the number of employees. The organization's staff number was
discovered to be almost two-thirds of what it had been before.
Marks & Spencer devised strategies to successfully handle the changes, which included
taking into account commercial ethical obligations as well. For the interests of the society and
its workers, the organization advocated a no of extra duties that occurred and had been
accomplished in the commercial marketplaces. Effect of the external global marketplace
enabled M&S to deal with a variety of circumstances and establish innovative methods
within that manner. M&S's lengthy operating background was among the nearly all
reassuring aspects again for the company throughout the 2007 financial recession. The
research paper shows that societal variables in the United Kingdom and the United States
favored Marks & Spencer's company (Moran and Cohn, 2011).
In addition, tactical methods like corporate social responsibility among others enabled the
organization to successfully run its operations. M&S was among the most pricey brands
worldwide also in 2007. Because the cost of goods were very expensive, that resulted in a
decrease in sales volume. Along with that, the global recession of 2007 had a significant
impact on M&S's goods dispensing to the stores, and they had staff executives and leaders to
find the weaknesses and then they had to think of a way to reform so they could increase the
sales volume along with the profit as well.Due to the 2007-2009 global recession that has
effect on the M&S being also a global retailer,so therefore the company has gone through a
remedial change were about leaders and top managers has to review their strategies in order
to get successful and to maintain as they were known leaders of the retail marketplace.
Swot Analysis of the Marks & Spencer company
Strengths:
Over the last 136 years, Marks & Spencer was in business. It is a major retailer in the United
Kingdom. Penny Bazaar in Kirkgate Market was the company's first commercial venture.
Throughout the decades, the company has formed a number of significant relationships
almost everywhere on the globe. The business benefits greatly from a wealth of expertise.
Marks & Spencer seems to have a notoriety for offering high-quality goods to its consumers.
As a result, whenever individuals are purchasing in the UK markets, most choose the M&S
shop as it is also known as per Statista that is the 2nd popular supermarket in the United
Kingdom.

M&S has physical shops throughout Europe, Asia, and the Middle East in addition to the
online stores and sites. It is estimated by the experts that the business has 1463 locations
worldwide, including 1035 in the United Kingdom. Their corporation's global expansion has
been aided by online shops and physical locations.
Shoppers may choose from a wide range of goods at M&S. For example, out of 136 decades,
the business has offered a range of fruits and veggies for more than 40 years. The business
has developed strong connections within the community agricultural producers to get fresh
products that can be offered to its consumers. According to the business's "providers
management department," it seems to have around 400 providers having 800 locations in 44
countries across the globe. Consumers may choose from 500 various kinds of prepped
veggies, salads, including fruits. Marks and Spencer is the only retailer that provides that very
wide range of goods to its consumers. M&s also offered a significant no of well-known
creators from various companies a position in its shops. North Coast, Autograph, Collezione,
Big & Tall, Blue Harbour, Indigo Collection, Portfolio, Classic, Per Una, Limited Collection,
and many more are just a few of them. Marks and Spencer has now become greater even in
those days as a result of bringing numerous names of well known designers all under a
rooftop.
Figure of the Swot Analysis

Weaknesses
In 2019 a study from Wood showed that sales at certain M&S shops were decreasing towards
the end of that year and that was because of a faulty distribution system as well as a lack of
production of the goods. During the 2017 Christmas time, a similar issue took place: the
business was unable to fulfill the necessary requirements for clothes and food. A negative
effect was caused by the company because of that.
Apparently the population at large believes that Marks and Spencer does not sell clothing for
children and adolescents. Numerous individuals believe that the business exclusively caters to
the elderly. However this impression is incorrect, and has indeed cost the business a great
deal of money. Even though a considerable number of clients are aged, this should not imply
that it exclusively caters to them.
Perhaps one M&S's main flaw seems to be the business's heavy reliance on human processes.
It's indeed expensive and time-consuming. Several older businesses and companies have
indeed embraced cutting-edge automation on different operations. If a business embraces
cutting-edge technology, that will save effort, money, and the most precious thing, time and
indeed that it will embellish more productivity.
Opportunities
By being a global retailer with shops in India, Russia, Brazil, Poland, and Indonesia, as
everyone knows,it might be the time for the business to grow within these nations. It implies
that perhaps the business must take a proactive position inside these nations by opening even
more stores.
Even if they do have the online stores, when it comes to evaluate its business's status to that
of other global top internet commerce sites such as Amazon or eBay, the business falls
behind. M&S, on the other hand, is well behind other competitors. Despite the fact that the
business is well-established, competent, and also has a leading market position.
Since individuals are increasingly busier and want to prevent social and congested areas,
especially at this time with the pandemic, ecommerce retailing is the new big thing for
purchasing. As a result, the business may concentrate on expanding its online shops and
lines,which also implies the leaders and managers to accept the new trend and to implement
the changes within the business for a better revenue and not at last more satisfied customers.
In truth, M&S just revealed that it would be bringing its apparel and home goods lines online.
The practice of segmenting the consumer market to various classifications based on
comparable groupings is known as market segmentation. When the M&S's plan approaches
are studied, it can be seen that it is based on the identical concept of building superstores
worldwide,therefore that being said it is quite true that in the UK most of the M&S stores are
like that,the big change may consist in changing the strategy and adapting to situations where
customers are the most important in making the business to survive. If somehow the business
adheres towards the consumers segmentation strategy of providing goods depending on the
client requirements then that may be a better way of saving some money on the rent of the
spaces and it may get a better profitability.

The business might benefit from a customer segmentation strategy in a variety of contexts.
As it was mentioned above small shops imply cheaper leasing costs and, as a result, higher
profits, since administration and maintenance prices are more reduced.
Threats:
In the United Kingdom as well as other countries around the globe the retail sector is
becoming more ruthless. Amazon, John Lewis, Debenhams, Sainsbury, Waitrose,Gap, and
Next are among M&S's major rivals.
Since the rivals are so powerful, if the business will not really try to alter their approach,to
implement the change that will get them on the right track, this could eventually fade away
gradually from the market, and of course the company's brand trend will might go downhill,
the rang and the place that the company is at the moment will decline as well in the UK and
also in the worldwide market . Just to take an example, it is known that M&S has already
been closing shops in the United Kingdom, France, and China.
Conclusion of the swot analysis:
Following a thorough examination of M&S's SWOT analysis, it can be concluded to my
notice that indeed the business is extremely powerful and seems to have a solid reputation for
delivering high-quality goods. Rivals, on the other hand, pose a genuine danger as well as the
recession that has happened and the Brexit that took place,all has affected in a bad way the
retail sector that included also the M&S company and as a result the changes that the
company has adopted has been successful. As a result, closing shops should not be the
answer. Consumers should indeed be segmented, while shops might get opened in response to
the requirements of the them. The change stays in the course of actions that the business’s
executives may need to do it and that would be in the interest of the business profitability and
of maintaining their goals and objectives and are indeed of still being one of the top brand in
the UK and of course on the other states that it is operating.That would be the unique course
of actions to get things done.
An evaluation of business plans may be used to analyze the effect of shifting that has taken
place on M&S as a result of BREXIT as well as the UK financial recession. Further down it
will be depicted the contrast of it:
Throughout the economic downturn as well as the BREXIT vote, Marks & Spencer devised a
variety of innovative tactics. The company contemplated limiting the line of outcomes and
focused on the items that generated the most revenue (John and Harrison, 2009). Not even
just that, however the organization's manufacturing routes have also been reinvented.
M&S was discovered to be considering ways of reducing staff numbers in the UK following
BREXIT and even because of the economic crisis.The workforce decreased to two-thirds of
the overall number originally employed by the company at that time ,but as we speak
nowadays even due to pandemic the company has reinvented themselves and the revenue and
the objectives of the company was successful and accomplished.

The financial downturn, and even the UK's BREXIT public vote, had a significant impact on
businesses like M&S. To respond to growing social - financial developments, the
organization closed several of its shops in its native countries as well as in the United States.
Later, it was discovered that those same shops resumed operations once the business markets
had stabilized.
When it comes to M&S's financial strategies throughout the BREXIT it's fair to say that the
company requested creditors and investors to place existing obligations on pause. It's not just
that, but Marks & Spencer resulted in a rise of benefits gained for those kinds of stakeholders
that had to be reimbursed following market stabilization assumption.At the same time the
number of staff layoffs has been increased.
In that same manner, it is shown that BREXIT resulted in a variety of policy and strategy
adjustments that were mostly implemented in several other organizations from the retail
sector that are highly competitors to M&S.
As shown in the above, the BREXIT has had an impact on the company. Several of the
latter's shops have shut,but later on after the crisis had gone they have started to operate as
well being under refurbishment as well in special for the food floors. In order to stay afloat,
the organization has also requested its creditors to retain the loans. Mostly as a result,
virtually every organization faces difficulties as a result of economic instability and political
upheavals. Everything hinges on their capacity to adapt and be ready, trained to survive to
any situation that can occur,as we all know the future nobody can predicted, so the companies
and organisations usually are looking for the best and the most well trained leaders and
managers that are able to get the goals and objectives of the organisation being accomplished.
Critical evaluation of the long-term implications of change to inform conclusions and
recommendations for minimising effects of change through effective planning and managing
change, including change impact analysis to identify potential risks of change.
The importance of impact assessment in appropriate project planning cannot be overstated. It
will give the teams of the M&S organisation a clear picture of the consequences of a planned
change, allowing them to make educated choices over what ideas to adopt.The leaders as well
as magers must look in deep at the planned modification to see what aspects may need to be
developed, changed, or deleted, as well as how much work will be required to execute it.
Professional leadership and the team of managers are required for the effective change
process in the company. That act of leading and managing an organisation to a far more
desired shared vision is known as organisational transformation (Millar, Hind & Magala,
2012). As a result, allowing transformation to succeed, the M&S company needs innovative
leaders and a creative strategy (Fuchs & Edwards, 2012). Like a result, creative leaders and
managers may improve the odds of organisational performance throughout the transition

period. As a result, those two most essential qualities in the transformation process include
leadership' perspective and creative approach (Grant, 2014).
The M&S staff members are likely to be interested in changing, drived by their managers.
According to the route-goal concept, managers who thrive are often the ones that inspire its
workers via clarifying and keeping the same way of labor obvious to them via its strong
direction (Stensaker & Vab, 2013). The staff members should be indeed appreciated and
rewarded for their performance within the company. Workers are more willing to accept
change when certain efforts are implemented (Penava & ehi, 2014). The M&S managers may
indeed maintain their employees engaged and adaptable in order to reap the advantages of
transformation (Georgalis, Samaratunge, Kimberley & Lu, 2015). As a result, top managers
should be focused regarding meeting consumer needs by concentrating on improved team
management via leadership styles. The transformational leadership concept should also assist
leadership and management teams in adopting the optimal leadership style during times of
transition (Georgalis, Samaratunge, Kimberley & Lu, 2015). As a result, the teams of
management and leadership need to use a variety of strategies to motivate workers to accept
transformation (Stensaker & Vab, 2013).
Sometimes a variety of reasons contribute to transformation opposition. Workers' threat of
losing their employment becomes the major factor, according to Matos Marques (Simoes &
Esposito, 2014). Layoffs and the development of new employment can occur as a
consequence of transformation, putting workers' jobs at risk. Rejection is indeed caused by a
lack of communication and involvement, that leads to a high level of distrust (Yilmaz &
Klçolu, 2013). Workers must constantly comprehend that change is necessary, this
necessitates effective collaboration,cooperation between the leaders and the employees of the
M&S company (McKay, Kuntz, & Näswall, 2013). Workers often oppose change because
they are afraid of the uncertainty, particularly whenever they are taken by surprise and have
no idea what will happen as a consequence of such change (Simoes & Esposito, 2014). Poor
timing may also cause resistance, particularly when organisations select the incorrect channel
and moment to convey the need for change (McKay, Kuntz, & Näswall, 2013).
Organisations and indeed here speaking about the M&S as an organisation seeking to
implement change, should firstly try to comprehend that strategy implementation. Staff
members should comprehend the role of managers in the implementation of change as well as
the safeguards that could be designed to prevent opposition. Furthermore, the proper
measures should be taken to guarantee that such transformation is on long-term and is in the
good health of the whole organisation.Once the change has been applied then the leaders
should maintain the organisation’s staff members and employees motivated and appreciated
for the work there is involved to maintain the company on the top most appreciated retailers
on the UK market.
With the help of the Lewin’s model the M&S organisation has implemented the change
using the three stages of the model.During the unfreezing stage the leaders are informing
their staff members about the change and the effect that will have on the company’s goals and
objectives. Within the second stage of the model the whole company is in deep application of

the new strategies and procedures that the changes implies. Here comes in help of the
application of the change in leadership approach which is motivation being one of the most
effective methods that works for the M&S organization as it helps the leaders to implement
the changes within the employees help that are indeed motivated by the incentives at work
and assuming the change as it goes along. The third stage of theLewin’s model that comes in
the help of implementation of the change of the organization is refreezing.At this stage the
new strategies and procedure are implemented as a regular basis of work.As he was stated
,,Before change and new behaviour could be adopted successfully,the old behaviour must be
discarded’’.As it was specified above by implying the change the risk can come along
,important is that the company to take consideration of it and help in diminuating them.By
utilizing the force field analysis the leaders may found out the restraining forces as well as the
driving forces that helps an organisation to implement its change. Good leadership style and
development of the employees as well as communication and information transmitted
through the right routes will make the change successful within the M&S.
LO 2:
Evaluate the ways in which external and internal drivers of change affects
leadership,team and individual behaviours within an organisation.
Internally and externally causes of transformation have an impact on M& S's management,
teamwork, and personal behaviors in a range of methods. Below it will be enumerated a list
of certain of those methods:
Consequences regarding the leadership:
Change driver might enable M&S executives to explore innovative methods for engaging
staff coworkers and achieving optimal results (Erdogan et al., 2015). It's really true that
throughout periods of transition, organizational leaders may encounter stiff opposition among
their supporters. Not just that, but there may be times when M&S's leadership must shift from
democratic to authoritarian in order to push the transition through.
The consequences regarding the team behaviour:
Change drivers may have a significant impact on the behavior of Marks & Spencer's
employees. It is possible that teammates might oppose the adjustments that must be
implemented in its working and effectiveness. As a result, companies and managers may also
have to rethink previous methods to alter employees behavior in response to new
circumstances.
Consequences regarding individual behaviour:
When examining the impacts of change drivers on people, it seems to be possible that staff
members and personnel in the organization may become slighter driven to change and
acquire a hateful reaction about it (Chance, 2013).

Evaluate measures that can be taken to minimise negative impacts of change on
organisational behaviour.
Minimising the effects of change:
M&S may take a variety of steps to mitigate the dismissive effects of the upcoming changes
on organizational behavior. An explanation of such measurements will be written below.
Efficacious leadership:
Among the most effective methods for reducing the negative effects of change on
organizational behavior is to have an effective leadership style. According to the research,
M&S executives must develop a leadership approach in order to successfully execute change
initiatives inside the company (Srensen et al., 2011). Not even just that, although
executives/managers/leaders in the organization are indeed expected themselves to be an
example and to show methodologies that may be adopted by workers or staff members. In
that manner, effective leadership may be among the most important elements in reducing the
effects of change.
The effectiveness of the plans that are going to be developed:
Including good leadership, M&S must develop plans and methods to encourage workers to
learn new skills. Leaders and executives in an organization were also required to create
faculty developments and integrate them into the programs of the staff members. Personnel at
Marks & Spencer will get more acquainted with the innovative procedures and changes as a
result of this approach, which would indeed help in progressively decreasing restraining
forces regarding the introduction of the new changes.
Development of the staff members:
Organizational change has an influence on the personel that is employed there, therefore as
for them to mitigate the bad effects of any element, the organization must educate and
empower their personnel. With the current skills set will be honed, and overall education
would be expanded. Development in education may assist the employees in quickly adapting
to their new position and searching for employment in a variety of sectors within other
organizations if they wish so.
There are also a variety of additional methods for managing organizational transformation.
For example, effectively sketching out and visualizing the organization's future condition. It
is more regarding the visualization of the optimal state and communicating to all the staff
members individually. That seems to work perfectly nowadays with the new technology that
is advanced and will help everyone visualize or predict the future of the organisation through
the new change.
Drivers that has been identified in Marks and Spencer change and the analysis of those
changes and their different theories and models that were been applied:
From the above searching and findings of the report, it can be observed that drivers for
transformation in M&S throughout the year of 2007 were difficult financial circumstances.
World's leading states for the companies for gaining revenue are the UK and USA, who
indeed were badly impacted by the financial crisis (López, 2014). The M&S organization was

able to create innovative economic strategies and plans in response to significant decrease in
monetary appreciation on international exchange, allowing it to improve production, good
return in revenue, and durability in various commercial marketplaces. Throughout this
manner, with the example of the analysis of the economic crisis that was in 2007-09, it
happened that M&S had to go through a variety of drivers of change.
Organizational transformation, as per Kurt Lewin, isn't really necessarily a difficult
procedure. He allowed his well-known three-steps model to alter. The concept is
straightforward, manageable, and uncomplicated to comprehend. The notion that such an
organization needs change is the first step in the transition process. The business then
advances to just a newer level of organizational behavior. Lastly, standards should be used to
encourage the new behavior. The Kurt Lewin approach of change application is as will
follow further down and will try to enumerate few of the most important stages in the
execution of the plan regarding the changes:
Figure of the Kurt Lewin change model:
Unfreezing: Throughout that stage, M&S executives explain the advantages that workers
may get as a result of the shift in procedures (Marsh and Miller, 2014). Leadership must also
inform their workers by giving details about impending changes in order to minimize
problems and disputes.
Change: That's the stage during which new procedures and change methods are adopted and
applied by the whole organisation.
Refreezing: Innovative procedures must be integrated in the regular performance of workers
throughout that stage of change process.
The study of the following instances or research findings of M&S shows that the company's
business was severely impacted by the BREXIT vote and even the financial recession of
2007-09. (Humphrey, 2013). It was discovered that existing procedures and methods had lost
their value to the organization, necessitating the development of new ones. M&S's revenue
and sales growth were adversely impacted by the financial downturn in each of those
examples.

Different suggestions may be made to the organization in order to cope with the developing
changes amid the financial recession and the BREXIT vote. One of the greatest tactics that
M&S could create is to promote goods that might be popular with the public. Not just that,
however the company could think about utilizing multifunctional workers to save operating
costs and increase revenues. M&S can readily handle changes and methods of developments
in the British business marketplaces within that manner.
How was change accomplished and how successful was it?
Companies must guarantee that they can get control of resistance in order to achieve a
successful transformation procedure. These are accomplished by including those who resist
transformation and ensuring all those issues are heard. Staff members have indeed the
opportunity to provide feedback, trying to make them look as if they're a part of the company
(Mader, Scott & Abdul Razak, 2013). According to Kurt Lewin's three-stage model of
change, organisations must guarantee that the change is executed in phases. These are
accomplished firstly by prepping for the transition. After that, it's time to make a move upon
the change and make strategies on how to manage it. A final step is assisting the change and
ensuring that it is integrated into the organisation (Fernandez & Rainey, 2017). Change is
therefore properly conveyed via both official and informally forms of communication to
guarantee that everyone from the staff members to workers are informed about the
modifications (Mader, Scott & Abdul Razak, 2013).
The M&S company must guarantee that perhaps the change effort is evenly disseminated via
both official and unofficial routes to guarantee a change that is going to happen. Effective
communication between the leaders and the employees will make sure that certain workers
are aware of the changes in a certain manner. To guarantee that the plan of the change
reaches throughout the business, various modes of communication like mail, web services,
face-to-face appointments, and many other ways are used to make sure the change is
understood,accepted and finally to be implemented without any resistance from the side of
the employees or any other staff members are going to happen(Mader, Scott & Abdul Razak,
2013). That makes it easier to communicate current adjustment, strategy, and therefore what
is necessary or even why that needs to be done, ensuring a future susceptible of change
(Simoes & Esposito, 2014).
Therefore the change in the M&S organisation during the crisis of 2007 and also from the
Brexit vote has been applied via the Kurt Lewin model as it was specified above and also by
using some of the most effective leadership approaches such as motivation,risk
taking,position assignment all being very successful within the M&S organization in applying
the change.The change has been successful also according to the Force Field Analysis in
identifying all the restraining and the driving factors that the change had effect on it.
As it is seen today the change that took place on the M&S organisation in both of the cases
specified above (the BREXIT and the economic crisis of 2007-2009) where indeed successful
as the company is in good revenue even after the pandemic of the COV 19 due to the leaders
that had knew to use their strategies and to apply them. The change has happened also due
to the very well trained and skilled employees that had indeed developed their skills and
knowledge through training that the company has offered them.

The organizational change initiative seeks to restore M&S to successful, lengthy profitability
while also providing long-term value for stakeholders.
LO 3:
Explain different barriers to change and determine how they influence leadership
decision-making in a given organisational context.
Listed below are amongst the most significant obstacles which Marks & Spencer may
encounter in executing the modifications.
Lack of transparency:Mark and Spencer need to maintain a precise record of losses and
profits and report them to the investors. Minimizing losses or maximizing profits harms the
organization’s relationship with the stockholders.
It is because the stakeholders get prompted to take actions based on false evaluations. As
such, M&S might need to compensate the regulatory agencies due to a lack of transparency.
Workers and team members attitudes: Overall attitudes of M&S's staff members have a
significant impact on the implementation process. Workers' non-coordination of activities and
performances may need managers to grasp their teammates' views and adjust overall choice
based on the perceptions of the respondents and teamworks.
Conformity with the new schemes: This is another obvious obstacle that M&S may
encounter whenever executing the changes. According to the findings, an organization's plans
and policies must match the expectations and abilities of its workers, or else there would be
instances of non-cooperation and other issues (Drucker and Buford, 2010). Managers may be
able to create strategies based on the responsibilities and talents of the existing skilled
workers or recruit additional workers if these obstacles are removed.
Varieties in procedures: At M&S, personnel opposition to change is heavily influenced by
variations in techniques. If workers are forced to adopt completely new behaviors, Marks &
Spencer's executives may encounter fierce opposition. Like a result, executives might well be
needed to devise methods regarding staff training and evolution in order to adopt new
processes.
Violations of business ethics: It should be the representatives of the commission's right to
ensure choices that would be in the highest benefit of all shareholders. Moreover, the retail
company has a fundamental responsibility to protect the societal well-being of individuals.
It encompasses the society that they are a part of. Governmental authorities and social
protection are intertwined in ways like protecting the environment and avoiding
manufacturing methods that do not meet UK labour laws.
Use force field analysis to analyse both driving and resisting forces to show how they
influence decision-making in a given organisational context.
Force field assessment may be used to predict changes in M&S as well as choices that have
been made and had effects. That analysis is conducted in the next manner:
Driving factors: they seem to be the elements that enable an organization to readily execute
adjustments at work (Achua and Lussier, 2015). New methods to the production process,

inclusion of workers' perspectives in strategic formation, and several other developments are
driving changes at M&S. It may be concluded also that an organization's consideration of
these methods will enable it to alter procedures with very little resistance from workers.
Constraining factors: Those are all variables that make it very hard for companies like M&S
among others to adopt reforms in the section needed (Brandt, 2012). Interest of the company
regarding innovative methods, conformity of procedures with beliefs and fundamental
concepts, as well as a variety of other factors are all limiting pressures for M&S.
Within that approach, it does seem that there exists a few restricting factors within M&S that
prevent changes from being implemented. Driving factors, if we look on the other side, are
responsible for favoring accomplishment.
Make valid decisions and outcomes based on force field analysis in the context of meeting
organizational objectives.
M&S may be considered to have utilized force field analysis for astonishingly successful
application processes and achieving organizational goals. Below it will be compiled a list of
a few of the statistics that support that assertion.
Organizational leaders at M&S may utilize force field techniques to assess those whitstands
barriers or variables that are responsible for opposing the transition process (Mann et al.,
2016). As an addition, if the leaders have insights regarding the challenges workers
encounter while implementing new methods, subsequently efficient training and development
programs could be created.
Organizational leaders may improve their chances of succeeding by providing workers with
both the necessary tools/skills and responses to impending improvements.
Figure that shows force field analysis:
Therefore as a conclusion it can be stated that M&S's strategy and leadership teams may stick
upon its driving forces or elements that will make change easier to execute. The leaders that

deal with changes within the company may approach key variables under this manner,
resulting in increased profitability and efficiency.
In that same manner, it might be stated that by using Lewin's force field analysis may help
M&S enhance its operations and achieve its goals which is the main important thing for the
business.
LO 4:
Apply different leadership approaches to dealing with change in a range of
organisational context.
Below it will be explained the main important point to leaders in approaching and dealing
with the change within the Marks and Spencer organisation.
Transformational leadership:There are many benefits to transformational leadership. It
improves workers' innovative and creative abilities while still providing understanding of the
manufacturing processes in a demanding setting. Leadership indeed has the capacity to
successfully and reliably retain followers, which aids in the achievement of the company's
objectives. Transformational leaders, on the other hand, require sufficient training on the
character of individuals and the living world. However, owing to the absence of direction,
executives are unable to concentrate on the company's end objective, which has a long-term
detrimental impact on the M&S company.
Motivation approach: is among the most effective methods which M&S executives may
explore. Organizational leaders must empower and encourage staff members and workers to
achieve at their higher level, despite difficult and changing circumstances (Deichmann and
Stam, 2015). Workers may benefit greatly from understanding the elements that drive the
people satisfied by offering incentives at work. Certain methods, if adopted by executives,
may have a remarkable impact on the workers' willingness to embrace the change.
Position assignment approach: Is one of the most important methods that M&S executives
must use. According to the findings, supervisors may assess various workers' type of
competence and allocate tasks and roles based on respective abilities. When it comes to
allocating roles, another aspect which managers must pay close attention to, is ensuring that
employees receive sufficient income and independence. According to statistics, managers
need to allow their workers adequate freedom and attainable objectives. Staff members'
values may be furthered in this manner, leading in the successful integration and application
of change in the M&S company.
Risk-taking approach: M&S's leaders are obliged to take considerable chances and
encourage their workers in doing the same. Managers must therefore explain how changes
may provide chances for all the staff members to learn and expand within the organization.
Leaders recognize that each threat is accompanied in fear, skepticism, and negative
consequences. But, not all risks are classified as problems or issues. A leader is responsible
for his or her supporters' choices and movement that they are willing to take. Also they
should investigate and assess the abilities of their workers, as well as establish objectives
which seek to improve upon the current condition. As either a result, once the change is
implemented, leaders may boost employee engagement in innovative approaches.

Evaluate the extent to which leadership approaches can deliver organisational change
effectively applying appropriate models and frameworks.
With use of suitable theories and concepts, the leadership methods explored by M&S may be
very successful. Personnel may benefit from organizational leadership methods that assist
them to comprehend how essential it is to make changes in processes and the way which
change neglect might impact their efficiency. Therefore , leadership techniques are suitable to
be applied in Marks & Spencer's strategy implementation methods. Furthermore, leadership
techniques may be beneficial in assuring those change models were received favorably by
workers. The desire to develop the organization, drives a leader into taking chances for the
organization. Risk taking requires a high level of entrepreneurial extravagance. As a result,
picking the risks entails betting on the entire company. Unfortunately, hardly any company
may succeed sans gaining risks. A strong leader motivates his or her people to accept the
risks and evaluate potential consequences. It must be a risk that has been carefully assessed.
Such a leader also inspires and motivates people to step out of their personal bubble and
expand their horizons. That makes individuals more ready to take big risks and come up with
new things,starting to be innovative.
Critically evaluate the effectiveness of leadership approaches and models of change
management
Marks & Spencer's method of evaluating its transformational application is an effective
technique since it allows the company to make changes in a methodical manner (Erdogan et
al., 2015). Except that,it could be specified that leadership methods just like encouragement,
creativity, risk-taking, and several others have been shown to be successful in altering
personnel mindsets. Workers will be ready to face the changes that are coming. Without a
question, accepting the risks is beneficial to the company, so it might not be the case.
Countless times, executives place the organization in perilous situations which makes the
company lose a lot. Whenever it happens that taking responsibility regarding losses does not
count how powerful a team's cohesiveness can be, a leader will be the only one who bears the
brunt of the blame. That may also harm one's personal and professional image.
Advantages and disadvantages of different leadership approaches to dealing with change,
illustrated by application to a range of examples.
Companies need to adapt at all times otherwise they will perish. Companies must adapt for a
variety of purposes, including technological advances, new rivals, governmental policies,
laws, and new possibilities.Change is often not simple to be implemented. An explanation
for this was that change may be resisted by any or most of the individuals in the organisation.
Paradoxically, though workers see the rational necessity for change, many may reject it due
to an emotive sense of failure and apprehension about the chaos that the change may create.

The advantages of the motivation approach for the change to take place within the M&S
organisation is that the staff will keep up at their pace of work,knowing that along with the
motivation the rewards may come as well from their leaders,so the change may get adopted
even unnoticed. The disadvantages is that the leaders or managers during the transition of
change they will have to explain to employees even individually the steps regarding the
transformation that is it going through the organisation and encourage and motivate them to
keep up a good and efficient performance,therefore is it time consuming for the leaders,
frustrating but at the same time they must maintain themselves positive minded for achieving
the goals.
People seem to be presumabile more effective if they devote their chance to create an
environment for effective change and generate enthusiasm via a compelling vision,
eliminating barriers, and winning frequent fast victories.For the risk-taking leadership
approach the disadvantage is that as the name is self saying risky for the organisation as a
whole or for the employees themselves along with the leaders. As per the change to take
place sometime the leaders along with the employees are under the risk of not succeeding and
then the failure takes place. It must be saying that even if its a risk-taking approach it can be
very successful in adopting the change,as it may be quick understood and accepted by the
employees of the organisation if they are in deep following their leaders and realizing as well
as understanding that the change is coming as a new innovation for the company which
indeed will enhance the financial returns and getting in trend with the others competitors
from the retail marketplace.
By drawing a conclusion it must be said that whatever the leadership approach is taken by a
company regarding the change that has to be taken, forced or unforced ,predicted or
unpredicted ,advantages and disadvantages will always be whatever so. Important is that the
change takes place in a good manner and to be successful for the company.
Critical evaluation of different leadership approaches and models of change management.
Whenever an organisation undergoes change, it is referred to as organisational change.
Whenever the company's plan of actions or other key parts also have to be altered,
organisational transformation happens. Such organisational adjustments are in line with the
company's purpose and perception, including its objectives. To effectively control
organisational change, executives must develop a plan that aligns the changes within every
department of M&S.
Companies undergo change for a variety of reasons, and indeed is an essential task. For it to
be effective, it can only be executed in a methodical manner. Worldwide rivalry, acquisitions,
mergers, and technological advancements all force businesses to alter their ways of operating
in the marketplace.In the same manner whatever the company is taking the leadership
approach in applying the change usually they will choose a model that will better fits within
the organisation.As we mentioned earlier in the report the M&S for the changes has made
the Lewin’s model was used and has been indeed a successful change,even if the company
had employee layoffs or that the company did not been very profitable due to the global

recession. The procedure begins also with the belief that the organisation must evolve.
Therefore it progresses to the next level of organisational adjustments, encouraging a
different attitude via the use of standards and practices. They managed to reinvent themselves
within the new change and keep themselves one of the top retail leaders on the UK market.
Force Field Analysis is a kind of evaluation whereby the changes in drive and resistance are
brought into balance. Throughout this approach, a few of the factors, such as driving forces,
should be strong, while other forces, such as opposing forces, have to be low. Force Field
Analysis is a crucial tool for determining whether or not to change an organization's strategy
and operation.The connection among a company's organisational operations and the methods
that may be used to encourage workers to adopt the change efficiently may be complicated.
Any organisation administers several departments on its own, but every department has
indeed been assigned important tasks and responsibilities among the employees,therefore
leaders must introduce and implement the change in each of them. Regulatory problems with
a rigid hierarchy might well be a disadvantage. Hardly any of the organisations would seek
regulatory concerns that may have a detrimental impact on the organization's functioning.
The technique for cultural identity is a challenger amid the most basic viewpoints and all
factors deemed responsible for the organization's success and also the most of its interests
that it may acquire and seem to have.Force Field analysis has helped the M&S to gradually
implement the change within the company where it was needed and in the same time by
adopting the right strategies to combat the opposition from the side of the employees.
Conclusion:
From the report and the research study it can be concluded that organizational changes have
been one of Marks & Spencer's most important strategies for achieving revenue and
long-term viability in the UK's challenging regulatory outlook. Leadership is the art that
allows an organization to smoothly make adjustments. Inspiration and certain other
leadership methods may aid in the successful application of adjustments within the help of
different theories and practices and improve Marks & Spencer's probability and achieving its
goals and objectives in those difficult social and economical systems of the UK corporate
world. It was shown in the report whether an organization handles or not its operations in
several foreign markets. It even has been discussed the impact of different transformations on
leadership in the organisation chosen . Those developments, as well as the effects upon
individuals and organizations, were also discussed. Additionally, the study outlines strategies
and methods for mitigating the effects of the changes that the organisation has made.
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