Leadership and Change Management Report
Executive summary of part one Written Management Report
Element 010 Written Management Report
Introduction
Discussion
Role of qualities as leader
Theoretical framework of Leadership
Recommendations
Conclusion
References list:
Appendices:
Executive summary of Part Two Management Report
Element 011 Management Report
Introduction
It is vital for developing an appropriate strategy for building a suitable change management process and achieve strategic edge in the environment. The study is useful for developing and evaluating appropriate change management process to minimize implications and develop superior strategy in the market. This provides a brief analysis of the Lewin’s Change Management and the Mckinsey 7S Strategy for managing innovation in the existing operations and develop suitable change in the environment. The study provides in-depth analysis for developing suitable range of recommendations for implementing overall change management process and improve exiting strategies in operations. This process is useful for developing necessary changes within the management of Tesco for bringing in overall change at the working culture in the future.
Discussion
Description of change process
In the current dynamic business environment, it is crucial for procuring effective strategies for improving overall operations and formulating effective strategies for creating a cutting edge in the future. This provides a suitable balance in regulating various operations and builds wide range of stability in the thinking pattern of the employees working in the organization (Awadari and Kanwal, 2019). In case of Tesco, there is a need for creating more value in the operations by utilizing suitable range of resources for managing a competitive advantage against other competitors like Sainsbury.
The management of the organization focuses on building suitable efficiency in the human resources department and the employees for driving better success in the future. This adds to stability in operations and provides extensive opportunities for developing long-term change and creates efficiency in the operations. In addition, the procurement of innovative strategies provides created by the management creates positivity in operations and develops better training facilities for the employees to handle every aspect of the customers (Wood et al. 2017). Ex- there was development of online training facility by the management of Tesco for providing appropriate training facilities for the wide range of employees and creates an appropriate solution. Thus, there was successful implementation of change management approach for creating an affordable approach in building enhanced reputation among customers and to occupy the overall position in the U.K. market.
Theoretical framework in Change Management Process
The implementation of suitable change in the management of Tesco has to be created by developing suitable frameworks in the change management process for initiating overall change. The formulation of the systematic frameworks adds stability and also evaluates needs for conducting change in the operations for the organization to develop a superior edge in the market (Miller and Proctor, 2016).
Implementation of Lewin’s Change Management
The Lewins Change management model is a suitable framework developed for evaluating and managing necessary change in the organization in an appropriate process. This model is useful for developing necessary change management process within the existing operations and build stability in the overall strategy of Tesco. The change management framework comprises three phases and crates an affordable approach for initiating an affordable process for bringing in the change in the existing strategies. The three stages of the change management process for initiating change process in the organization are as follows:
Unfreeze
In the first stage, the management of the firm provides a sense of belief and motivation among the employees for procuring overall change in the operations by developing long- term relationships with each other (Sapiens, 2018). This creates sense of comfort level among the workers in Tesco and building efficiency within the exiting strategies for improving overall performance in the market and creates a new change in the process.
Change
In the second stage, there is development of suitable strategies for providing adequate strategies for employees and adopting a new change in increasing efficiency in operations. The management of Tesco develops wide variety of training programs for adapting to the new change in the process and build trust in the operations with one another (Torlak, 2016).
Refreeze
In the final stage, there is formulation of adequate strategies by management of Tesco for creating a comfortable working zone for the employees and create efficiency in the operations. This process develops a sense of bonding in the relations with one another among the organization and adapting to the change. [Refer to Appendix 1]
Formulation of Mckinsey 7S model
The formulation of Mckinsey 7S Model is applied by Tesco for increasing overall market share and managing to initiate change within existing operations. The development of the model in accordance with overall strategies of the organization is as follows:
Strategy
In this stage, there is formulation of appropriate strategies by a company for achieving overall objectives and goals in the future. Tesco has utilized a balanced scorecard method for managing various perspectives of operations for creating an overall change in the operations of entire process (De Loura, and Dickinson, 2016).
Shared Value
In the second stage, Tesco believes in increasing efficiency in formulating innovative techniques in managing needs of the employees and develop value in the overall value chain activities in the future.
Structure
In this stage, there is a need for building an effective approach in the creation of an affordable approach for formulating suitable strategies for handling operations from the top to bottom level in conducting operations.
System
In the fourth stage, Tesco focuses on creating steering approach for achieving overall strategies and developing balance in the operations (Sparks, 2016). This creates sense of affordable policies for providing better relations with employees and improving high performance in the market.
Staff
In the fifth stage, the development of suitable relations and procurement of the staff members creates excellence in the operations for the company. Tesco adopts systematic approach for recruiting skillful workers and blends with one another for creating excellence at every level.
Style
In the sixth stage, Tesco develops an affordable approach for creating stable relations with one another by focusing on four important perspectives like financial, customer operations and managing employees performance.
Skill
In the last stage, there is evaluation of appropriate skills and abilities of the employees for performing various tasks in organization (Hodges, 2016). Tesco provides wide range of training and other motivational approaches for building a sense of confidence among the workers and creates basic guidance in every aspect level for the firm.[Refer to Appendix 2]
Recommendation
Conclusion
References list:
Awadari, A.C., and Kanwal, S., 2019. Employee participation in organizational change: A case of Tesco PLC. International Journal of Financial, Accounting, and Management, 1(2), pp.91-99.
Wood, S., Wrigley, N., and Coe, N.M., 2017. Capital discipline and financial market relations in retail globalization: insights from the case of Tesco plc. Journal of Economic Geography, 17(1), pp.31-57.
Miller, D., and Proctor, A., 2016. Enterprise change management: How to prepare your organization for continuous change. Kogan Page Publishers.
Sapiens, H.R., 2018. Change Management. Change.
Torlak, N.G., 2016. Improving the Role of Organisational Culture in Change Management through a Systems Approach. In Organizational Change Management Strategies in Modern Business (pp. 230-271). IGI Global.
Sparks, L., 2016. 14 Spatial-structural change in food retailing in the UK. A Stakeholder Approach to Managing Food: Local, National, and Global Issues, p.200.
Hodges, J., 2016. Managing and leading people through organizational change: The theory and practice of sustaining change through people. Kogan Page Publishers.
De Loura, I.C., and Dickinson, R., 2016. Fractal Sustainability: A systems approach to organizational change. Taylor & Francis.
Appendices
Appendix 1: Lewin’s Change Management Model
(Source: https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.ciopages.com%2Fchange-management-models%2F&psig=AOvVaw1_c5l1-eIM-yZ3S2ApOa29&ust=1594730218759000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCICR-ZafyuoCFQAAAAAdAAAAABAD)
Appendix 2: Mckinsey 7S Model