Analysis Of Tesco Change management process

Executive Summary Of Tesco Change Management Process.

Introduction: In the current contemporary business scenario, every company wants a have a competitive edge for which strategic changes is needed within their organisation and in their thought process. The thought process to bring a change within the management is challenge for the companies. One of the few large companies like Tesco is frequently changing its organisations structure to bring new and innovative strategies to compete in the dynamic market. This assignment will help to analyse the change management and focuses on challenge to implement the change process within the organisations. The assignment also deals in understanding the mind of consumer and employees that change is better way to go.

Tesco Change Management Process

Discussion of three established models of strategic change and their difference in approach

Three major strategic changes model are as follows:

Lewin’s change management model:

According to Lewin most of the people resist change to an organization. To implement the change managers need to take several steps.

Unfreeze- at this phase organization detect the problem within the management. Since the problem is detected, manager will communicate and obtain data and information to bring a change within the organization(Fifeld, 2012).

Transition-managers take necessary actions and try to implement the changes per the problem diagnosed. Apart from that, it assesses the risk associated with the change in management and accordingly make plans and policies.

Refreeze- managers take the follow up action to check the effectiveness of the plans implemented. They learn from the consequences and further take actions to establish the change in the organization(Ander and Kapoor, 2010).

Mckinsey 7s Model:

The 7 S’s suggested by McKinsey to resolve the management change issues are follows:

Strategy– mangers need to take a proper direction and vision over long run.

Structure– the responsibilities and the jobs are split into proper segments.

Shared value-this is the most important and the connective part of other S’s. It shows the organization’s belief and their implementation processes (Elangoet al. 2010).

Systems– allocation of resources are done for implementing the strategy.

Style– country’s cultural environment and behaviour of an individual largely affect the work environment.

Staff– A minimum number of skilled workforce is required to implement each task (Burns and Vaivio,  2010).

Skills– skilled and ample number of workforce is always an asset for the organization.

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