Report on Change Management Theories and Their Application at Tesco

This report provides a comprehensive analysis of change management theories and their practical application within Tesco, a major retail organization. The introduction defines change management and its importance, setting the stage for an exploration of key theoretical models. The body of the report delves into the practical application of several change management theories, including Lewin's Change Management Model, the ADKAR Model, Kotter's 8-Step Model, and the Kubler-Ross Change Curve, in the context of Tesco's implementation of a self-checkout system. Each model is explained, and its relevance to Tesco's specific change initiative is discussed, highlighting both advantages and disadvantages of each approach. The report examines how Tesco could leverage these models to manage the change effectively. The conclusion summarizes the key findings, emphasizing the value of integrating various change management models to ensure successful organizational transformation. The report aims to provide insights into how businesses can navigate change effectively by applying theoretical frameworks to real-world scenarios.

Change Management

Table of Contents
INTRODUCTION 3
Background of the company and changes in its business environment 3
Key theories of change management and their relevance to major change 3
CONCLUSION 8
REFERENCES 9

INTRODUCTION
Change management is defines as the process of the continuously renewing the direction,
structure and capabilities of the organisation for providing the goods and services to customers
according to their ever changing needs. Change management is refers to the system which deals
with the change from the perspective of an organisation as well as on the individual level. It
includes three important aspects which manage the changes in the company such as adapting to
change, controlling change and effecting change(Touboulic and Walker, 2015). In this essay I
would explore key theories of change management and relate their relevance to a major change
that has recently been taken by the Tesco.
Background of the company and changes in its business environment
Tesco is British multinational groceries and general merchandise retailer and its
headquarter established in Welwyn garden city. Tesco recognised as the largest retail sector
organisation of the united kingdom. It has 6,553 shops across the worldwide. It also has 4,76000
number of employee which provides their services across the world. Tesco recently implement
the change related to self checkout system in its business environment which results in
increasing the value to the organisation. The self checkout system helped to reduce the queues at
the checkout and also boost the sales of the firm(Evans and Mason, 2018).
Key theories of change management and their relevance to major change
Tesco can effectively implement the self check out system in its organisation through
Establishing change management strategy at the top level and communicate information about
the change or vision to rest of the organisation. The theories of change management models
help Tesco to find out the better solution for dealing with the changes in the business
environment. Change management includes several theories which plays an important role in
facilitating the change to the enterprise. The important theories of change management are as
follows -
1.Lewin's Change Management Model
Kurt Lewin develop the three step management model for effectively dealing with change
in the organisation. It was design with the idea of helping manager in terms of facilitating and
understanding the transitions(Hayes, 2018).

Through using Kurt Lewin's change model Tesco can effectively implement the self
checkout system in its business environment because it includes 3 steps for change management
in the organisation. The first phase of the model is Unfreeze, in this Tesco needs to unfreeze its
current selling procedures and perception for upcoming changes because effective change
management requires a clear slate without bias or bad rabbits and constant communication across
all the department of the enterprise during and after deployment. Tesco need to compelling the
message and also show that why existing procedure of doing things can not continue and then
communicate this information to employees of the firm. In the second phase of this model, Tesco
need to focus on change through communicating, reducing conflict and involving employees in
the process and also practising the self checkout system in the company. This step provides tge
opportunity to employees in terms of skill development and gaining experience. Final stage of
this model such as refreeze implement the change in the work place and taking feedback from
employees and customer during change step(Hussain , 2018).
The benefit of this theory are fairly obvious and make it easy to plan and implement the
self checkout system in the Tesco by minimising the resistance to change efforts. After
implementing this model in the business environment, Tesco can attaining the desired level of
results because Kurt Lewin's change management theory includes the higher level of individual
participation in the change management process which increase the customer attraction towards
the company. The major disadvantage of this model, it consumes lot of energy and cost as well
as time in its implementation process which results in decreasing the profit of the Tesco(Lewin's
Change Management Mode, 2018).
Illustration 1: Lewin's model of change management

2.The ADKAR Model
This model developed by the Jeff Hiatt the main objective of these model is not to focus
on the set of stages but mainly focus on the goals of the organisation. Tesco can effectively
implement the self check out system in its business environment through using ADKAR model
of change management. It includes five elements which ensure the success of the change in the
Tesco company.
A- Awareness: In this element Tesco design the line of communication with employee for
providing the information about the change and also defines requirement of the change at the
work place. Tesco also use promotion activity for introducing the organisational change such as
self checkout system in the market place or in front of the customers.(Wojciechowski, 2016).
D- Desire: For effectively managing the change in the organisation manager identified the desire
of the employees also evaluate their level of support in the change management. Through this
element of the ADKAR model Tesco need to identify the level of support from the customer
about the implementation of the self checkout system in the business operations which can
possible only through taking feedback from customers and market analysis.
K- Knowledge: Through this element of change management theory manager tell employees
what they need to know and provides the instruction about how they efficiently make the
transitions. For the successful implementation of the self check out system in the business, Tesco
provides the information to customers about the value and importance of of this change in the
organisation.
A- Ability: Organisational leaders evaluates the employees' ability towards carry out their job in
the changing situation and also provides the training if needed. Through this element Tesco
analyse the level of ability and knowledge of the customer for using the Self checkout system
and then provides the training and trial to customers for effective use of this system in the
firm(Dana, Mukaj and Vishkurti, 2016).
R- Reinforcement: In this determinant of the change management theory, management of the
Tesco identify and evaluates the various mistakes to keep them from occurring again at the work
place environment. It plays an important role in sustaining the change in the company. Tesco
identify the various mistakes of the customer while doing work on the self checkout machine and
provide instruction for improving the uses of Self check out system in the firm.

Organisational change directly dependant upon its employee for successful
implementation in the business environment and it is important for employee to have a clear
understanding about the change. The ADKAR model of change management defines the various
stages which enable them to understand and accept the changes of the Tesco(Wong, 2019). The
main advantage of this model, it provides the clear checklist of things which need to be done to
manage the changes of Tesco. It also measure that how implementation process of the self
checkout system is progressing and it also measure at each individual level of the Tesco which
results in successful implementation of the Self check out system as well as effective change
management in the company. Apart from this ADKAR model has disadvantage it only focus on
the people dimensions and it is not enough to manage the large scale change in the organisation.
3.Kotter's 8 step model
This model of change management developed by the John Kotter who is the professor of
leadership at Harvard University. For successfully implementation of the change such as self
checkout system in the Tesco manager need to follow the various steps of the Kotter model.
The first step of this model is creating a sense of the urgency, in this step manager need
to present the reason for implementing the change at the work place of the Tesco in the front of
employees as well as customers and also shows that how their contribution in the change push
the firm where it needs to go. Second step is to build a core coalition from a stakeholders in
terms of helping in promoting the changes of the Tesco. Third step is developing a strategic
vision to make changes more efficiently in the business environment which can possible only by
providing the information about the benefits and values of the self check out system to both
customers and employees of the Tesco. In the fourth step of this model manager try to include
everyone in the plan through convincing the whole company that changes are necessary. The
fifth step is to reduce any obstacles in the change process which can possible only through
evaluating the change process. The next step is focus on short-term wins through developing
milestone for employees to celebrate and keep them motivated(Lamé, Jouini and Stal-Le
Cardinal, 2017). Leaders also create the plan for setting the new goals for the team. The final
step of this model add some stability for managing the successful implementation of the self
check out system in the business environment towards the success of the Tesco.
The main advantage of Kotter's 8 step theory includes, it creates the sense of urgency as
well as guiding coalition. Through developing short term wins, Tesco can identified the useful

insight as well as criticism which are occurs during the whole change management process
which ensure the success of change management process in the Tesco(Small, 2016). The
disadvantage of this model includes as it is top-down model which are not suitable the
organisation in which peoples expect more participative or bottom up approach to change in the
business activities.
4.The Kubler Ross Change Curve
This theory or model of the change management has a unique origin. The framework of
this model create by the Elisabeth kubler -Ross. It includes the five stages of emotion which help
Tesco to deal efficiently with the change such as implementing the self check out system in the
organisation.
Denial- For effective change management this element defines that Tesco need to hear
employees about their concerns through making face to face communication. At the all level of
the business enterprise changes should discuss with the employees. In this theory of change
Tesco introduce the Self evaluation system to the employees and customers and receive the
suggestion about the success and failure of the company.(Malone, 2018).
Anger- The second element of this model, Tesco design the system for pre- planning for dealing
with anger emotion of employees which help manager to lead to the next phase.
Bargaining- In the determinant manager provides the system that is open to feedback and opinion
but they also need to set clear expectations so the employees and customers know what expected
from them by the Tesco. In this element Tesco take the feedback from customer about the
change management process of Self check out system in the organisational activity.
Depression- This emotion of the employees towards the change can reduced through providing
proper training and development session to the needed employees. Positive feedback and
reminders which make them feel secure and help in moving through this emotion.
Acceptance- This element of Kubler Ross chain curve model is followed by the leader to manage
the change in at the workplace through encouraging employees to continue to contribute in the
implementation of the self check out system Tesco.(Rosenbaum, More and Steane, 2018).
Kubler Ross chain curve theory of change management provides the benefit in terms of
preparing the manager of the Tesco for deal with the every emotion of the workers which they
feel about the change which results in increasing the overall performance of the organisation. On

the other hand it is only a framework which deal with limited level of changes in the firm and it
is not perfect fit for the every industrial establishment.
CONCLUSION
The above study has been summarised with that the changes in the organisation can be
effectively manage only through utilising the various model and theories of the change
management such as Kurt Lewin's model, ADKAR, kotter's 8 step model and kubler Ross
changes curve. Each of the theory has its own process and determinant which ensure the success
of the change in the organisation.

REFERENCES
Books and journals
Dana, B.G., Mukaj, L. and Vishkurti, M., 2016. Creating a model culture of management
change. Annals of the University of Oradea, Economic Science Series. 25(1). pp.871-
880.
Evans, B. and Mason, R., 2018. The lean supply chain: managing the challenge at Tesco. Kogan
Page Publishers.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hussain, S.T and et.al., 2018. Kurt Lewin's change model: A critical review of the role of
leadership and employee involvement in organizational change. Journal of Innovation
& Knowledge. 3(3). pp.123-127.
Lamé, G., Jouini, O. and Stal-Le Cardinal, J., 2017, May. Combining the Viable System Model
and Kotter’s 8 Steps for Multidepartment Integration in Hospitals. In 12ème Conférence
Internationale de Génie Industriel.
Malone, E.D., 2018. The Kubler-Ross Change Curve and the Flipped Classroom: Moving
Students Past the Pit of Despair.
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. 31(2). pp.286-303.
Small, A and et.al., 2016. Using Kotter's change model for implementing bedside handoff: a
quality improvement project. Journal of nursing care quality. 31(4). pp.304-309.
Touboulic, A. and Walker, H., 2015. Theories in sustainable supply chain management: a
structured literature review. International Journal of Physical Distribution & Logistics
Management. 45(1/2). pp.16-42.
Wojciechowski, E and et.al., 2016. A case review: Integrating Lewin’s theory with lean’s system
approach for change. The Online Journal of Issues in Nursing. 21(2).
Wong, Q and et.al., 2019. Leading change with ADKAR. Nursing management. 50(4). pp.28-35.
Online
Lewin's Change Management Mode, 2018 [ONLINE]. Available
through<https://change.walkme.com/kurt-lewin-change-management-model-overview/>