StudentShare
Contact Us
Sign In / Sign Up for FREE
Search
Go to advanced search...
Free

Change Strategy within a Specific Structural Frame - Term Paper Example

Cite this document
Summary
The study "Change Strategy within a Specific Structural Frame" discusses that in any organization, management’s role is to set goals and objectives for a firm, as well as to ensure that these goals and objectives are achieved. One of the manager’s most critical tasks is to make decisions on change…
Download full paper File format: .doc, available for editing
GRAB THE BEST PAPER97.8% of users find it useful
Change Strategy within a Specific Structural Frame
Read Text Preview

Extract of sample "Change Strategy within a Specific Structural Frame"

Change Strategy within a Structural Frame CHANGE STRATEGY WITHIN A STRUCTURAL FRAME Introduction In any organization, management’srole is to set goals and objectives for a firm, as well as to ensure that these goals and objectives are achieved. One of the manager’s most critical tasks is to make decisions on change and to implement it by planning change, as well as setting targets, goals, and limits of resources (Anderson, 2010). In this case, managers guide the process of change and get the employees on-board, ensuring that the organization operates systematically, instead of as discrete business departments or teams. This paper will seek to investigate the need for change interventions at Tesco Supermarkets. It was revealed in 2013 that Tesco’s beef burgers had at least 30% of horse meat, which led the organization to make a statement to the effect that its customers had been betrayed by the company’s suppliers, promising to get to the bottom of the scandal (bbc.com, 2013). In effect, the company promised to uncover what had happened, to get back to its customers with an explanation, and to work harder to ensure that such a problem never occurred again (Meikle & Lawrence, 2013). Moreover, Tesco also promised to refund customers who still had the contaminated food in their houses in full. In relation to Tesco’s current threatening issue, an urgent change is required. To begin with, all the products from the identified supplier must be withdrawn from sale immediately, which requires the company’s staff to be urgently involved in the process of elimination. In addition, the company has to rescue its reputation with consumers in the market place, which requires a long term strategy of change to influence consumers. For instance, Tesco could entirely stop selling meat products before bringing back their meat sales gradually with highly regarded suppliers (Morris, 2014). The Organization’s Predominant Frame There are four main frames under which an organization’s change can be framed, which are structural, political, human resources, and symbolic. Pollack and Pollack (2014) note that organizations operate simultaneously at all times on the four levels, and that addressing a problem in the organization may require an organization to pay special attention to one frame, while the other frames remain strong and functional. In Tesco’s case, the structural frame will be the main frame used, specifically because of its image of the organization as a rational machine system. In addition, this frame also reinforces the critical nature of creating structural forms that are aligned to the goals, environment, technology, and task of the organization. The differentiation of tasks and roles in the organization enables for clarity of contribution and purpose, as well as the need for appropriate mechanisms of integration and coordination. The emphasis of the structural frame is on formal relationships and roles and rationality. In this case, controls and coordination ensures that the efforts of the group and individuals are integrated, while problems are viewed as resulting from structural deficiencies, which requires restructuring (Pollack & Pollack, 2014). Moreover, this frame also holds that organizations are more likely to work well when rationality is allowed to prevail. In Tesco’s case, the internal stakeholders that include workers, managers, and staff, external stakeholders that include society, consumers, and the government, and connected stakeholders that include suppliers and shareholders should be involved in restructuring the company’s operations (Bolman & Deal, 2013). The managers and employees, for example, as the major stakeholders, should be involved at the co-creating level of the change planning process. On the other hand, involvement of consumers as external stakeholders should be limited to testing of the change’s effects, while the shareholders and suppliers should be involved in selling the change. In addition, the company’s decision makers could mandate market research and market surveys in order to perceive the claims of emergent groups of stakeholders early. Therefore, the organization should be tailored in order to meet the individual needs of these stakeholders, while also training the individual stakeholders in the skills required to meet the needs of the organization (Bolman & Deal, 2013). Justification for the Implementation Strategy For Tesco, the proposed change intervention strategy that involves the stakeholders in planning the change is an efficient method, especially because it contributes to efficient implementation of the change and in the development of an effective plan of change (Shani et al, 2011). This strategy proposes that managers and employees should be involved in the process of planning at the co-creation level, which involves their engagement in wide-ranging dialogue, as well as developing a joint-scenario evaluation. The fact that these stakeholders are familiar with the organization’s issues is the rationale underlying the high level of involvement for this group of stakeholders. For the main external stakeholders at Tesco, in this case the consumers, their degree of involvement in the change should be limited to testing, specifically in relation to pilot interventions and simulations. This is because consumers tend to approach such issues from a narrow perspective, which means that they expect to receive increased value from the organization with little consideration of required resources (Gallos, 2011). A change management strategy that primarily involves the stakeholders is dependent on power level of each of their division, along with the extent of their interest in the change strategy to be implemented. Using the structural frame, stakeholders with high interest level and power, such as shareholders and employees, will be managed closely in relation to the strategy for change. On the other hand, Tesco’s management should keep stakeholders with high interest levels and low power levels, such as the consumer, satisfied. Suppliers, who have high levels of interest but low power in the change strategy, should remain informed about how the strategy is progressing through the channels of communication available to the company (Caluwé & Vermaak, 2013). The general public as a stakeholder with low levels of interest and power in the change strategy at Tesco should be monitored with less resources and efforts. As a result, regarding this interest/power grid, Tesco can effectively manage any resistance to the change, specifically by restructuring the organization to keep all their stakeholders involved in the change interventions. The strategy to handle change as a result of the horsemeat scandal, thus, could be strictly designed to involve employees in mitigating the implications of the condemned brand, as well as to keep its consumers, who have a low level of power but a high level of interest, satisfied (Galbraith, 2014). Finally, the strategy should act to ban the supplier responsible for the contamination of their products with horsemeat. Project Plan Project Plan for Tesco Desired Outcomes Priority Inputs Activities Outputs Mitigate the scandal to make it vanish 2 Suppliers, staff, and consumer’s perceptions Communicate why the change is needed, in this case by communicating to The questionable products will be removed from sale the supplier that the level of sensitivity towards them has increased Empower the employees with ability to change by stressing the importance of product quality The identified supplier is to be banned Tesco will use social media to apologize to the consumers Compensate all relevant costs resulting from the scandal 3 Shareholder dividends and sales’ rate Train Tesco’s staff to achieve better bottom line results At least 60% of the staff at Tesco are to be fully trained in selling the company’s change Satisfy the stakeholders affected by the scandal 1 The Government, shareholders, and consumers Institute an investigation team to track the scandal and its subsequent issues legally Increase Tesco’s share price Allocate all refund facilities Allocate one technical team to ensure the quality of Tesco’s food quality Increase Tesco’s share price Decrease the rate of dividend for the next years Decision-making protocol in the intervention The change intervention’s protocol in this case is based on Kotter’s 8 step change model, which causes change to take on the perspective of a campaign. As a result, the company’s staff buy into the management’s strategy for change after they are convinced by management and leaders about the urgency required for the change to take root (Steven et al, 2012). This model describes eight steps in a process aimed at fostering a lasting transformation on the organization’s structure. This is because useful changes are more likely to be associated with a process consisting of multiple steps, which creates sufficient motivation and power that can overwhelm all inertia sources. The first step of creating major change under this model is the establishment of a sense of urgency, which involves an examination of the current realities, as well as discussing and identifying the crises to be mitigated (Steven et al, 2012). In addition, this step also identifies any potential crises and opportunities that could be exploited, as well as requesting for support from outside stakeholders, consumers, and industry players. The second step involves the formation of a powerful coalition, which Tesco could use to convince stakeholders that it is necessary to change. This requires the organization to put a group together that has sufficient power to enable change, while taking relevant steps to ensure that the group is able to work in collaboration as a team (processpolicy.com, 2014). The third step involves the creation of a vision for the change, which will help the stakeholders to understand the reasons for the change and why they are being asked to do something. Development of a strategy and a vision will help in directing the effort for change, as well as strategies for the attainment of the organization’s vision. Step four in this protocol is the communication of the vision, in which case Tesco should demonstrate the behaviour needed from its stakeholders. The organization, therefore, should use all channels available to communicate the new strategy and vision constantly, while also enhancing the guiding coalition’s status as a role model for expected change (processpolicy.com, 2014). In the fifth step, the organization is required to empower broad-based action by removing obstacles that prevent realization of the required change. In this case, Tesco will seek to change present structures or systems that undermine the vision for change, while also encouraging the stakeholders to take risks and other non-traditional actions, activities, and ideas (Daft et al, 2010). The sixth step involves the generation of wins in the short term, in which the organization is required to plan for visible performance improvements, as well as identify “sure-fire” projects that are implementable without significant criticism to change. Moreover, the organization also recognizes and rewards visibly those who make it possible to achieve these wins. The seventh stage of Kotter’s model is the consolidation of gains and the production of more change, specifically through the use of credibility to alter the current policies, structures, and systems that do not fit with the company’s future vision, as well as the transformation vision (Floyd, 2012). In addition, the hiring and development of staff who can implement the vision of change is important in this stage (Potočan & Mulej, 2011). Also, this stage should also include the reinvigoration of the process with new change agents, themes, and projects. The final step in this protocol involves the anchorage of new strategies and approaches into the organization’s culture, particularly to create enhanced performance via productivity and customer-oriented actions. The organization also articulates associations between organizational success and the new behaviour, as well as developing strategies for development and succession of leadership. This model as adapted for the protocol of change at Tesco, and the sustained improvement it seeks to bring, should be based on applying and understanding the multi-stage process, as well as leadership (Fischbach, 2011). Conclusion By increasing urgency with regards to the need for organizational change for the staff, coupled with the creation of a technical team meant to empower staff and create appropriate visions for the acceptance of change and its persistence in the company. The Kotter model is especially useful for organizations like Tesco that are in need of critical change. Tesco’s reputation as one of the UK’s leading retailer is sensitive to consumer perceptions and the horsemeat scandal portended great risks to how consumers perceive Tesco’s food products. To mitigate the present scandal and the subsequent crisis, Tesco needs an appropriate intervention for change in response to their declining reputation and loss of sales and credibility. In this case, Tesco should involve its stakeholders in the change process, specifically in relation to their interest and power in the business. References Anderson, D. L. (2010). Organization development: The process of leading organizational change. Los Angeles: Sage. bbc.com. (2013, January 17). Horsemeat in Tesco burgers prompts apology in UK papers. Retrieved February 22, 2015, from BBC NEWS: http://www.bbc.com/news/uk-21054688 Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations: Artistry, Choice, and Leadership. Hoboken: Wiley. Caluwé, L., & Vermaak, H. (2013). Learning to change: A guide for organization change agents. Thousand Oaks, Calif: Sage Publications. Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Andover: Cengage Learning EMEA. Fischbach, C. (2011). Change in times of crisis. Pm Network, 25, 9, 132-142 Floyd, P. (2012). Organizational change. Oxford [England: Capstone Pub. Galbraith, J. R. (2014). Designing organizations: An executive briefing on strategy, structure, and process. San Francisco: Jossey-Bass. Gallos, J. V. (2011). Organization development: A Jossey-Bass reader. San Francisco, CA: Jossey-Bass. Meikle, J., & Lawrence, F. (2013, January 30). Tesco drops Irish supplier over horsemeat scandal. Retrieved February 22, 2015, from The Guardian: http://www.theguardian.com/business/2013/jan/30/horsemeat-scandal-tesco-drops-supplier Morris, B. (2014, January 14). Horsemeat scandal: How tastes changed. Retrieved February 22, 2015, from BBC NEWS BUSINESS: http://www.bbc.com/news/business-25715666 Pollack, J., & Pollack, R. (2014, February 01). Using Kotter’s Eight Stage Process to Manage an Organizational Change Program: Presentation and Practice. Systemic Practice and Action Research, 28, 1, 51-66. Potočan, V., & Mulej, M. (2011). Managing organizational change as innovation. Journal of International Business Management & Research, 2, 32-46. processpolicy.com. (2014, May). John Kotters 8 Step Change Model. Retrieved February 22, 2015, from https://processpolicy.com/john-kotter-change-model.htm Shani, A. B., Woodman, R. W., & Pasmore, W. A. (2011). Research in organizational change and development: Vol. 19. Bingley, U.K: Emerald. Steven, H. A., Sally, H., Jean-Luc, M., & Hisham, S. (2012). Back to the future: revisiting Kotters 1996 change model. Journal of Management Development, 31, 8, 764-782. Read More
Cite this document
  • APA
  • MLA
  • CHICAGO
(“Change Strategy within a Specific Organizational Frame Term Paper”, n.d.)
Change Strategy within a Specific Organizational Frame Term Paper. Retrieved from https://studentshare.org/business/1679366-change-strategy-within-a-specific-organizational-frame
(Change Strategy Within a Specific Organizational Frame Term Paper)
Change Strategy Within a Specific Organizational Frame Term Paper. https://studentshare.org/business/1679366-change-strategy-within-a-specific-organizational-frame.
“Change Strategy Within a Specific Organizational Frame Term Paper”, n.d. https://studentshare.org/business/1679366-change-strategy-within-a-specific-organizational-frame.
  • Cited: 0 times

CHECK THESE SAMPLES OF Change Strategy within a Specific Structural Frame

Project Management Practices in Mega Projects at Jeddah City Municipality

When beginning a specific project, there is a structure and organizational process which is first defined.... The review will also define the theories related to risks and ways in which these risks form within a project.... The review will then determine the various areas which should be considered with project management of mega projects, including project delay and cost risk analysis, as well as how these link to other forms of risk within a project....
20 Pages (5000 words) Dissertation

International Business Machines Corporation

According to Heracleous and Langham (1996), the cultural web allows managers to conceptualize the organization either within an interpretive frame of reference (what the organization is) or as a variable in a functionalist frame of reference (something an organization has).... Johnson (1992) defined the cultural paradigm as the core set of beliefs and assumptions, held relatively commonly by management and employees, that is specific and relevant to that given organization and that is learned over time....
5 Pages (1250 words) Literature review

Project Planning and Control

The multifarious tasks within an organization get simpler and more amenable to effective execution when they are broken up into separate projects that are distinct and specific in terms of cost, time frame, activities, and the project team.... As such it is most often likely that a given project remains as a part of a larger organizational project with a longer time frame.... A project is an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule, and quality objectives....
10 Pages (2500 words) Essay

Organizational Structure Problem

structural patterns need to be revised and realigned to support the new direction…causes loss of meaning for people on the receiving end of change.... There are specific expectation and roles as well as policies and procedures among the staff and they govern as well as dictate the level(s) of success the organization achieves.... In large manufacturing organizations there are many dynamics which must be considered in the management of departmental staff as well as the interaction of the individuals and groups within the department, especially if there is a new manager who must join the organization and… In this case the manufacturing organization has hired a new manager who lacks in-depth knowledge and skills required in the operations department, therefore she must win the trust and support of her new staff in order to To do so she must look beyond the surface issues -- resistant to her presence and management style, resentment because she does not have any experience or skills required to work in the department and her new staff is not ready and willing to assist her in understanding the workflow process, policies and procedures of the department....
11 Pages (2750 words) Essay

Leadership Frames Analysis

The four frames of organizational leadership are: the structural frame, the human resources frame, the political frame and the symbolic frame.... The structural frame underlines the essence and importance of rules, regulations, structures, organizational design and policies; the human resources frame emphasizes the aspect of ‘people' within the organization by placing significant weight on the fit between organizational structures and employees; the political frame focuses predominantly on the concentration of power and competition between organizational members; and the symbolic frame emphasizes the cultural orientation of organizations as means of inspiring and motivating organizational members (Bolman and Deal, 1991; Bolman and Deal, 2003; Crist, 1999; Sasnett and Ross, 2007)....
14 Pages (3500 words) Essay

Importance of Strategic Planning

Strategic Plan versus a Business PlanA strategic plan is defined as a document which contains goals, objectives, vision and mission statement of an organization and how stakeholders would achieve the objects within a specific time period.... Objectives will be achieved within the specified time frame and this will direct the hospital towards attainment of its goals and objectives.... The mission statement has to specific and a representation of what the hospital will be in future....
2 Pages (500 words) Assignment

Polarity analysis of the situation

The development of leadership training programs facilitates management style change is vital in the process because it encourages positive participation of the leaders.... In addition, the acceptance of the new style of leadership will be facilitated via discussions and seminars teaching of the issues of managing change and organization....
4 Pages (1000 words) Term Paper

Business Strategy - Exploring Corporate Strategy and Making Sense of Management

This essay "Business strategy of Honda presents the aspect of business strategy as adopted by Honda.... regarding main issues of grave concern of an organization, but also it focuses on the implementation of the strategy planned in a proper way in order to obtain the appropriate results.... They sometimes adopt a dichotomous strategy in this regard.... The term, applied in business strategy and exercised in organizations and companies, refers to two opposite policies, nearly pole apart, adopted to get the best of both e....
16 Pages (4000 words) Essay
sponsored ads
We use cookies to create the best experience for you. Keep on browsing if you are OK with that, or find out how to manage cookies.
Contact Us