shariar unit 3 version3

8/14/2019 Shariar Unit 3 Version3

1/23

Unit 03A report on

Strategic Change ManagementVersion03

Quality Food London LTD

Name: Shariar G Zunak

ID: 10038621

Date: 7 th June 2013


2/23

SgzunakUnit3-10038621 Page 1

Table of ContentsIntroduction: .................................................................................................................................................. 2

Strategic Change. ........................................................................................................................................ 2

TASK 1: .............................................................................................................................................................. 2

1.1 Models of Strategic change: ............................................................................................................ 2

Kotters 8 steps model: ........................................................................................................................ 3

LEWINS CHANGE MODEL : ........................................................................................................................ 4

Tuckmans Model .................................................................................................................................. 5

1.2 Evaluate the relevance of models of strategic change to organisations in thecurrent economy. ....................................................................................................................................... 6

1.3 Values of strategic intervention techniques: ........................................................................... 9

TASK 2: .............................................................................................................................................................. 9

2.1 Need for strategic change: .............................................................................................................. 9

2.2 Factors influencing the strategic change: ............................................................................... 10

2.3 Accessing the resource implications of QF not responding to strategic change: .... 11

TASK 3: ............................................................................................................................................................ 12

3.1 Strategy to involve Stakeholders in planning the change................................................. 12

3.2 Developing a change management strategy with the Stakeholders. ............................ 13

3.3 Systems used to involve stakeholder: ...................................................................................... 15

3.4 Managing resistance to change: .................................................................................................. 15

TASK 4: ............................................................................................................................................................ 16

4.1 Appropriate models for Change ................................................................................................. 17

4.2 Implementation Plan ...................................................................................................................... 17

4.3 Measures to Monitor Progress .................................................................................................... 18

Conclusion ..................................................................................................................................................... 18

Bibliography ................................................................................................................................................ 20


3/23


Introduction:

Quality Food London LTD (also known as QF ) is a British retailer .It provides all the

necessary daily grocery to Asian community along with other community. Quality Food

london is currently having operation in three different geographical location in london and

they all work on IT sytem which are standalone and there is no connection between units.

The company is growing and planning to expand its network across england and to do this the

company needs an IT systems which can link all these location. Because of the current old IT

system there are lot of data duplicity and becomes tedious for allmost all departments to track

the daily operation of the company. By adoping the new IT system will be able to improve its

daily operation. New system will not only improve the work efficiency of the staff of the

organisation but overall productivity and efficiency.

The aim of this report is to evaluate the strategic change management in Quality Food

London ltd. The Company is planning to make some strategic move in order to improve its

business progress and operation. The report also outlines the need for changes along with the

factors which are driving QF for change. Furthermore, mentions the resource implications

which can be seen as a barrier to the change. In addition, the report also explains some

strategic change management model as well as intervention techniques. Stakeholder strategy

and the system to involve stakeholders in the planning of change have also been explained.

At the end of the report, it mentions the implementation of a model for change and its

monitor and maintenance.

Strategic Change. A restructuring of an organization's business or marketing plan that is typically performed in

order to achieve an important objective. Change in organisation could be good or bad.

Change pushes an organisation to explore its boundaries and tests the ability to bear the

difficult period to come. Change is required when all other efforts have failed and when past

practises no longer get the desired results.

TASK 1:

1.1 Models of Strategic change: Strategic change management is the process of specifying an organization's objectives,

developing policies and plans to achieve these objectives, and allocating resources so as to
http://www.businessdictionary.com/definition/restructuring.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/marketing-plan.htmlhttp://www.businessdictionary.com/definition/achieve.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/achieve.htmlhttp://www.businessdictionary.com/definition/marketing-plan.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/restructuring.html


4/23


implement the plans. It is the highest level of managerial activity, usually performed by the

company's Chief Executive Officer (CEO) and executive team.

Kotters 8 steps model :

John P. Kotter, a professor at Harvard Business School suggested eight steps of change model

in an organisation. These are,

Create Urgency: This step is termed as to spark the initial motivation to get the change

moving. This stage occurs by identifying and analysing the potential threats and by

developing the future scenario.

Form a Powerful Coalition: It is important to convince and form coalition of all the

influential people, the team and the management involved to lead them. Create a Vision for Change: A clear vision helps the staff and the team to get the clear

idea and it fills sense of motivation as it becomes easier to understand the basic

objective of the change and what the organisation wish to achieve.

Communicate the Vision: The stakeholders and the key people of the organisation,

which includes from higher management to the lower staff should be communicated

properly about the vision for the change, and this step helps to gather momentum for

the change. Remove Obstacles: A strategy need to be defined which could handle any eventuality

in case it is affecting the change. The barriers to the change should be dealt with and be

removed on time. By removing the obstacles, people will be empowered to complete

the vision of change.

Create Short Term Wins: Targets for small time frame should be created and planned

and completing this target and meeting the required goal will act as a motivating factor

the staff involved and thus will be keeping the momentum for the required change.

Build on the Change: Kotter explained that majority of the change doesnt meet

success as they are declared complete too early. On every successful completion of the

change, a new policy and strategy should be formed so that the momentum of change is

maintained and gain achieved on completion of one stage should be utilized for future

aspects.

Anchor the Changes in the Corporate Culture: The management should take efforts to

make sure that the change is prevalent in every part and aspect of the organisation. The

change should be there in organisational culture and it should be often talked and


5/23


discussed by the management and the leaders in the organisation to make change more

common and dominant in the corporate culture.

LEWINS CHANGE MODEL: Kurt Zadek Lewin was a German -American psychologist, known as one of the modern

pioneers of social, organizational, and applied psychology. An early model of change

developed by Lewin described change as a three-stage process. These are described below.

UnfreezeThis first stage of change involves preparing the organization to accept that change is

necessary, which involves break down the existing status quo before building up a new way

of operating. Key to this is developing a compelling message showing why the existing wayof doing things cannot continue. This is easiest to frame when it is pointable to declining

sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike:

These show that things have to change in a way that everyone can understand. This first part

of the change process is usually the most difficult and stressful.

Change/Moving

After the uncertainty created in the unfreeze stage, the change stage is where people begin to

resolve their uncertainty and look for new ways to do things. People start to believe and act inways that support the new direction. The transition from unfreeze to change does not happen

overnight, People take time to embrace the new direction and participate proactively in the

change. In order to accept the change and contribute to making the change successful, people

need to understand how the changes will benefit them. Not everyone will fall in line just

because the change is necessary and will benefit the company. This is a common assumption

and pitfall that should be avoided. Time and communication are the two keys to success for

the changes to occur. People need time to understand the changes and they also need to feel

highly connected to the organization throughout the transition period.

Refreeze

When the changes are taking shape and people have embraced the new ways of working, the

organization is ready to refreeze. The outward signs of the refreeze are a stable organization

chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and

the organization internalize or institutionalize the changes. This means making sure that the

changes are used all the time; and that they are incorporated into everyday business. With anew sense of stability, employees feel confident and comfortable with the new ways of
http://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/United_States_of_Americahttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Applied_psychologyhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Applied_psychologyhttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/United_States_of_Americahttp://en.wikipedia.org/wiki/Germany


6/23


working. As part of the Ref reezing process, make sure celebrate the success of the change this

helps people to find closure, thanks them for enduring a painful time, and helps them believe

that future change will be successful .

Tuckmans Model

Bruce Tuckman suggested four stage model of team change in 1965. The four stages are,

Forming: This stage is defined as one, where the leader is responsible for every change.

The individual roles and responsibilities are not clear and the team members are

dependent on the leader for the direction, so this is the stage when the team gathers and

the roles and responsibilities are being decided individually.

Storming: This is the stage where brainstorming takes place. The team members sit

together, and they discuss on how the change needs to be done. The planning of the

future strategy, setting the process and the timelines of the project is done in this phase.

The specifications and the project plan are defined in this stage itself. This stage is also

very important as this enables the common understanding of purpose and roles to be

achieved.

Norming: In this stage, the main decisions are being taken by the team and the team

members agree to the decisions. The final layout of the change is being formed and

accepted. In this stage, the team members start understanding and supporting each

other and a consensus is formed among the team.

Performing: This is termed as the final stage of the team development, in which the

team finally starts working on the plan or the decisions being taken, In this stage the

output and the results starts coming. The team members are very clear about the vision

and objective of the change and they collectively work towards achieving the goal.


7/23


Differences between 3 change models

Kotters 8 steps model: LEWINS CHANGE MODEL: Tuckmans Model

Focus on buy-in ofemployees as thefocus for success

Clear steps which cangive a guidance forthe process

Easy to understand Can be successful

when all steps arewell communicated

Fits well into the

culture of classicalhierarchies

The linearity of themodel can lead towrong assumptions.

Once the process hasstarted, it is difficultto change thedirection.

The model is clearly

top-down, it gives noroom for co-creationor other forms of true

participation. Can lead to deep

frustrations amongemployees ifthe stages of grief andindividual needs arenot taken into

consideration.

This is a simple andeasily understood modelfor change.

The model is donethrough steps; this is anefficient model that isused today

This model is timely. At the refreezing period,

many people are worriedthat another change is

coming, so they are inchange shock. This change shock

causes employees to not be as efficient oreffective in their jobs.

Provide a level ofguidance for teamdevelopment

Model wasdesigned todescribe stages insmall groups.

In reality, group process may not be as linear asTuckmandescribes them butrather critical.

Characteristics foreach stage are notset in stone, as themodel deal withhuman behaviour,it is sometimesunclear when ateam has movedfrom one stage to

another. Theremay be overlap between thestages.

The model doesnot take accountof the individualroles that teammembers willhave tounderstand.

1.2 Evaluate the relevance of models of strategic change to organisations in thecurrent economy.

Kotters Model.

Kotters model suggests that change is a gradual process and it should be dealt like wise. Thechange starts itself starts when and urgency in the organisation is created either to fulfill new
http://www.change-management-blog.com/2009/07/change-model-2-grief-cycle.htmlhttp://www.change-management-blog.com/2009/07/change-model-2-grief-cycle.html


8/23


requirement or need to resolve current issues. This leads to formation of vision and clear

objectives which defines the change to be taken forward. In current economic scenario, where

the industry is in very competitive environment and the economic recession has further

tightened its position, it becomes necessary for the organisation to win the confidence of the

staff and employees and keep them involved and engaged with the proposed strategic change.

Any failure to change strategy will further dampen the overall business growth of the

organisation and this could occur if the organisation does not consider to take the change and

follow a standard approach of handling change at an organisational level. To resolve this

scenario, kotters 8 step change model has a great relevance to it. There should be a proper

communication between the key stakeholders of the organisation on the need of taking

change. When change occurs at an organisational level, then every member of the

organisation is directly or indirectly gets affected and henceforth to avoid any sort of hurdle a

change model should be used at organisation level, to prepare and plan to resolve the

unwarranted situation.

LEWINS Model

One of the cornerstone models for understanding organizational change was developed by

Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze

Change Refreeze

Unfreezing: Unfreezing the most fundamental stage in this theory. It is about helping

stakeholders, employees, administrators, government and boards understand that change is

required. The effects of the driving and restraining forces come into play at this step. In this

process, Quality Food London LTD would create awareness among the employees,

stakeholders etc and let them know about the change plan that they want to undertake. The

need for change can be caused by the fear of failing to meet goals and standards. When this

stage is implemented successfully, most members in each stakeholder group evaluate in what

ways they are counterproductive to what should be done and they stop taking those actions.

However the fear of change is one of the greatest restraining forces met by an individual

facing the change process.

Moving/Change: Moving to a new level or changing means exactly that is replacing the old

actions with actions that are consistent with the goal. It is about not doing what one has

always done that was counterproductive and replacing it with concrete new actions. To helpmaintain the motivation for change, working in groups or obtaining support is effective.


9/23


Others help to relieve pressures, provide an environment where errors can be made and

learned from, offer positive reinforcement, and coaching. The process of change is not only

done physically, it requires mental alterations. Renaming the information or widening out

definition helps one accept new meaning to the habit. When changing the definition, one

creates new principles to evaluate standards.

Refreezing: This is the final stage in this model. When the changes are taking place and

people have braced the new ways of working, the organization (Quality Food London LTD)

is ready to refreeze. The outward signs of the refreeze are a stable organization chart,

consistent job description, and so on. The refreeze stage also needs to help people and the

organization internalize or institutionalize the changes. This means making sure the changes

are used all the times; and that they are incorporated into everyday business. With a newsense of ability, the employees more confident and comfortable with the new ways of

working.

Tuckmans Model

Similarly, the change model of team has its relevance because, the change in organisation is

initiated by a team and its the responsibility of the team to take the change forward and bring

it to an organisational level. Keeping this in view, the tuckmans model of learning styles becomes important as it discuss the the stages of team development and henceforth, by

focusing at these stages, it becomes easier to prepare for the change. The stages of Forming,

Norming, Storming and Performing defines the four stages and this in turn helps to identify

where and at which stage what policy and strategy to be considered. Team consists of

individuals and every team member is an individual first and then a part of team and

therefore, it becomes important to consider how to involve individuals first in the change. Of

individuals are not ready for the change then a strong team can never be formed and if the

team fails then the change at organisational level can never be success. And this gives high

importance to consider the individual change model. By evaluating and studying the current

economic scenario, it becomes necessary for every organisation to consider the change

models of Organisation, team and individual and then to form a strategy. No change can

become success if these approaches to managing change at various levels is not considered.


10/23


1.3 Values of strategic intervention techniques:

The strategic intervention techniques used in organisation, helps it find out its organisational

strength, which becomes helpful while designing the change process. Strategic intervention

techniques helps the organisation to involve every stakeholder of the organisation and preparethem for the planned change. By adopting these techniques, the organisation would be able to

achieve successful change process.

The commonly used Intervention Techniques in organisations are,

Team Development: Designing team development programmes, the organisation is

able to help the team to develop maturity and effectiveness. The objectives of team

developments are setting goals, prioritising and examining the relationship among the people doing the work.

Survey Feedback: Feedbacks helps to analyse the current situation of the change

process. The informations are gathered using personal interviews or survey

questionnaires.

Inter Group Problem solving: To avoid conflicts among the groups, regular meetings

and discussions should happen between the groups so that problems should be resolved

and the members are able to work collectively in achieving the set objectives of thechange.

Role Playing: It is one of the best contingency plan, where group is prepared to work

even in the absence of the key people or the team mates. It is widely defined as way of

behaving.

TASK 2:

2.1 Need for strategic change: Today's business environment is constantly in flux or upheaval so the normality that is strived

for is illusive. Nothing remains constant and predictability uncertain. The rate of change is

increasing faster than we are willing to admit due to the tremendous information flow that has

been created by access to technology and increased communication availability. Market

growth and product life cycles are creating new consumer demands and distribution frenzy.

Manufacturers are changing their inventory valuations and schedules from Just-In-Time (JIT)

to Just-In-Case (JIC). The business practices of the past decade have changed which means


11/23


QF have to adjust and adapt today's business practices accordingly.

Mr Abdul Ahad, the current chairman of Quality Food London LTD, has said that QF should

become an umbrella brand selling goods and services in a way that supermarket Tesco

does. QF has got a mass market grocery retailer and has got a top end retail food business. A

significant change may be on the way, and may be QF can move into new product areas

along with implementing new technology. The need for change can be analysed by the

current market scenario existing and with its competitors such as Tesco doing much better,

and also the opportunities existing currently. The need for strategic change can also from the

facts and the criticisms that QF has faced recently. It has been evident that QF has failed to

get a grip on the grocery industry as it used to have in the past because the youth feel that the

business process (No technology involved) QF currently using are out of fashion. In this way,

QF is losing a lot of youth targets.

2.2 Factors influencing the strategic change:In the current business environment there are latest IT Systems which are available at

reasonable prices. The available IT systems have improved the businesses of various

organisations. The IT companies are offering wide range of other services along with their IT

product, which can be an added advantage for the company.

QF, is a big retailer and they have IT compliance issues, and so the company needs to phase

out its current IT system. The new products available in the market are offering wide range of

functionalities which can meet the growing demands of the company. The new IT system will

be able to solve the current issues the company is facing and will provide a platform for the

company, where there is single system which will be capable to meet the demand and

requirement of whole organisation

Another factor that is affecting the business of QF is the recession which exists in the current

market. QF have been following the Differentiation strategy where in they try to keep their

products different from its competitors and thereby the costs of QF products are

comparatively than its competitors. With the present situation in the market , where the

buying power of the consumers has decreased and the consumers have become more cost-

savy, QF needs to revise its strategy by following more of the focus and price strategies.

Finally, development and existence of organizations such Fish Bazar and Kacha Bazar,

consumers are getting more options with cheaper prices as compared to QF. Also with Tesco


12/23


providing more variety and range of products and services, the loyal QF customers are

beginning to shift their loyalty to it s competitors which is hampering the strategy of QF.

Above mentioned are the major reasons, which has prompted the higher management of the

company to look and decide for a change, which caters the current and future need of the

business.

2.3 Accessing the resource implications of QF not responding to strategic change: Conventional organizational change, which typically encompasses training and development,

and 'motivation', mostly fails. Bosses and organizations still tend to think that people whom

are managed and employed and paid to do a job should do what they're told to do. We are

conditioned from an early age to believe that the way to teach and train, and to motivate

people towards changing what they do, is to tell them, or persuade them. From our

experiences at school we are conditioned to believe that skills, knowledge, and expectations

are imposed on or 'put into' people by teachers, and later, by managers and bosses in the

workplace. But just because the boss says so, doesn't make it so. People today have a

different perspective. And when you think about it, they're bound to.

Imposing new skills and change on people doesn't work because:

It assumes that people's personal aims and wishes and needs are completely aligned with

those of the organization, or that there is no need for such alignment, and

It assumes that people want, and can assimilate into their lives, given all their other priorities,

the type of development or change that the organization deems appropriate for them.

Organizational change comes in three forms. Changes can be those affecting people,

processes, or culture. Each of these categories of change needs to be managed separately.

Projects can fail because any one of them is badly managed or under managed.

Changes Affecting People

The most obvious effect that technical changes (innovation) might have on an organization is

on its staff. Will the workforce be increased or decreased? Will there be layoffs or hiring?

The effects may be subtle: will the skills needed to perform a job function change? Will the

schedule of work change? Will there be health implications? Is a job going to be made more

or less safe?


13/23


The people side of organizational change involves looking at the direct effect on staff

members.

Changes Affecting Processes

Process changes are a "behind-the-scenes" aspect of organizational change.

If a company is moving to online order management (from a paper based system) what will

be the audit trail for account reconciliation? Who has authority to approve exceptional orders

or to resolve conflicts? What is the paper trail for conflict resolution in an online world?

These, and questions like them, relate to process changes. The more thoroughly these kinds

of issues are analyzed in advance of implementing changes, the more smoothly an innovation

will be adopted.

Changes Affecting Culture

Changes to culture relate to how performance is measured and how staff members relate to

one another and to customers.

Changes affecting culture are rarer than those affecting people and processes, but they are

surprisingly common.

TASK 3:

3.1 Strategy to involve Stakeholders in planning the change.

Stakeholders should be taken in confidence and should be convinced properly to make the

change successful at the organisational level. The Stake holders of the planned strategic

change in Quality Food are:

Managing Director

Finance head and team

IT Director and team

Purchase Head and team

Sales Head and team

Supply chain and logistics head and team Human resource director and team


14/23


Admin head and team

The activities which are planned to be undertaken to convince and involve the above stake

holders in planning the change are,

Communication Strategy: By forming an effective communication strategy to involve

and educate the stakeholders, half the job of completing the Change process is done.

Some of the best methods adopted in the communication strategy includes: Meetings,

Discussions, E-Mails, Face to face interaction, Presentations, Interview, Voting and

Questionnaire. By following these activities, the stakeholders will feel more engaged

and attached with the change process and they will give their inputs and show

motivation and enthusiasm in taking part in the change.

Sending formal invitation to the key stakeholders, regarding the meeting and

presentation on the need for bringing the strategic change in the organisation.

Doing formal presentation to the key stakeholders, explain them the needs and benefits

for adopting the change in the organisation

Minutes of the meeting should be prepared and mailed to the key stakeholders so that

feedbacks could be asked from them on same.

After receiving the feedbacks, a strategy should be planned to resolve the key issues

raised by the stakeholder and then they need to be educated and convinced on the need

for change.

A change team should be selected involving representation from different departments

and they should have key influence. This team would be responsible for initiating the

change.

3.2 Developing a change management strategy with the Stakeholders. To any strategic decision there will always be some stakeholder who will be enthusiastic

about the change and will be ready to adopt, while there will be some who will be reluctant at

the first moment and then there will be people who will be putting resistance to the change

and it could because of individual behavior and emotional responses or could be other factor

due to which they will be resistant to change. Considering the above defined model on the

behavior of the stakeholders and people on the response of the change, a planned strategy

need to be discussed and decided upon. A well common standard theory of management used


15/23


widely in the business industry has been used to involve the stakeholders in the change. It is

as follows,

Leverage Strategies: This strategy is basically defined and planned for those who are

among the early adopters and are ready to embrace the change. Their support and

influence has a significant value, as they develop their cooperation and support to

influence the mindset of the reluctant on adopting the change.

Engagement Strategies: This strategy suggest to focus and concentrate on those key

stakeholders and people who have significant influence and are part of reluctant

majority. The strategy should be adopted to convert those influencers into adopters and

then to utilize and leverage their influence on those who are with less commitment

interest and commitments. Containment Strategies: This strategy basically focuses on those people who are

resistant laggard and are not ready to adapt the change but since they are the one who

has high experience, skills and competence and so they are the one who still contribute

to the change process.

Outplacement Strategies: For this strategy, the virulent and the high influential

resistant laggards are the one who are focused. These people are provided with an

opportunity to accept and show their commitment for the change process, however, ifthey st ill dont agree to adopt the change and are reluctant to accept then they are dealt

with unambiguous consequences.

When considering stakeholders, there are very few one-to-one relationships. Most

stakeholders are, and have been, influenced by a range of relationships in and around

theproject, program and the organization , QF Stakeholder management is a key facet of

organization management where stakeholder management is often aligned with marketing, branding, and corporate social responsibility initiatives. Stakeholders vary in their capacity


16/23


to accept change and their power to affect it. Within a group, individual behavioral and

emotional responses to a given stimulus will typically follow the form of a bell curve.

Responses to organizational change initiatives are no different. In the beginning stages of a

change initiative, a small percentage of individuals will become early adopters eager to

participate because they hail the change as a break through that will lead to better

conditions. The majority of people affected by a change initiative will be far less

enthusiastic than the early adopters, but over time they will eventually accept the new

condition and adapt to it. Finally, there will be a group of highly resistant individuals,

many of whom will never adapt to the instituted change. This range of behaviors follows a

normal distribution. This is a natural phenomenon intuitively grasped by most change

managers. Unfortunately, although they may subconsciously understand the phenomen on,

these managers often fail to employ that understanding to orchestrate more-effective

change.

3.3 Systems used to involve stakeholder: The research shows common characteristics that unite organisations which have

goodrelationships with their stakeholders. There are three elements that I feel are important

building blocks to effective stakeholder relationships: leadership, communication and staff, as

the diagram below shows:

QF policy should be to promote from within and it is notable that a significant proportion

of management and supervisory positions are held by employees who have started within the

organisation at lower levels. To ensure staffs are developed to their full potential, there is a

performance management frame work. All employees participate in the success of QF

through bonus schemes and QF is proud that for the fifteenth consecutive year bonuses were


17/23


paid to all staff in 2009. QF is also committed to increasing the number of employees who

holds shares in the Group, through invitations to participate in its SAYE Share Option

Scheme. Company may often need to promote themselves to their stakeholders, such as:- The

local authority(maintain good relations with the local authorities), Funders(The funders must

find the organization a good deal to invest in , and this can be achieved by proper business

and strategic planning),Partners, and the wider community. Employees should be encouraged

to share their views and make suggestions to management in a number of ways including via

a dedicated email address. Good ideas can then be captured and incorporated into ways of

working going forward for the benefit of all.

3.4 Managing resistance to change:

Resistance to change is part of change process. It is something which can have both positive

as well negative impacts on the organisation. Kotter & Schlesinger (1979) explained the

importance of strategy to handle the resistance in the organisation. As per their theory, the

principles are:

Education and Communication: By properly educating and communicating with the

concerned stake holders about the change, their misconceptions and confusions can be

sorted out without which they are full of questions and worries. People tend to acceptthe change once they become aware of the change.

Participation and involvement: A strategy need to be devised to facilitate the

participation and the involvement of the stakeholders in the change process. This gives

them motivation and sense of involvement makes them feel part of the change to which

they dont try t o become a resistance.

Negotiation and agreement: When an organisation goes for a strategic change, then lots

of things are at stake. And it becomes equally important to move towards change byforming an agreement among all the members and the management through proper

negotiations.

Facilitation and support: By facilitating and supporting the people who are initiating

and managing the change process, the motivation level of people are increased and

boosts their confidence which in turn becomes example for others as well to be a part

of change and taking it forward.

TASK 4:


18/23


4.1 Appropriate models for Change As discussed previously in task 01, QF could adopt the Lewins 3 -step model of change.

In the Unfreezing stage, QF will prepare itself for change after looking at the goals and

objectives and how the change can help in attaining the goals and objectives of QF. Unfreezing and getting motivated for the change is all about weighing up the 'pro's' and 'con's'

and deciding if the 'pro's' outnumber the 'con's' before you take any action

In the Moving stage, QF is ready and moving towards the change which is being considered.

People will learn about the change in this stage.

In the Freezing stage, QF would establish stability once the changes have been made.

4.2 Implementation Plan

The implementation plan becomes the stepping stone for any project and it determines the

success and failure of the project. Therefore, implementation plan achieves high importance

and should be planned and decided by considering all the business factors which includes

internal and external and all the stakeholders should be taken in confidence. The widely

accepted implementation plan for strategic change being suggested by Johnson, Scholes and

Whittington has been considered. The steps are given below:

Gaining support of the key stakeholders, who include key decision makers and the

facilitators. They should be provided with enough relevant information on the needs

and benefits of adopting the planned change.

A full detailed plan should be prepared with proper start and end date and should

include and define the various stages of the change process with the time frame. This

detailed implementation plan should be agreed by all the department heads and the

decision makers.

A strategy should be planned to obtain the commitment of the staff to make this

strategic change feasible and achievable

The ground level staff and the users who will be using the new IT system should be

brought in, in the project plan and should be asked for their feedback and reviews

The staff should be given proper recognisition and reward on the success of the project

The staff should be given development and training programmes on the new skills

required which will help in making the implementation plan successful


19/23


Proper change control method and performance monitoring system should be put into

place

The changes happening at various stages should be analysed and evaluated well

The areas which are causing problem and are creating hurdles in the project plan

should be studied and be removed

The whole implementation plan should be monitored and reviewed on weekly, monthly

and quarterly basis

Governance model need to be defined to handle the escalation and the key decision

processes

4.3 Measures to Monitor Progress

Monitoring the progress becomes important as it helps to find out and analyse the current

status of the change happening and the performance. It helps to find out, what steps need to

taken to improve the performance so as to achieve the objective successfully.

To monitor the performance, the management should follow given methods,

Setting SMART objectives for every individual team which should be reviewed on

monthly basis.

The review policy needs to be adopted at both team and individual level on end of

course term.

Setting Benchmark for individual teams and then reviewing the performance against

benchmark

Setting KPIs for every team based on the work task they are responsible for. Quantity

based performance system should be adopted, like number of students enrolled,

number of student queries processed, number of students re-enrolling for other course,

etc. Quantified standards should be set for every individual teams, and the comparisons of

the performance should be made with standards.

360 Degree Feedback is considered to be one of the best performance measuring

instrument which helps to analyse the performance of team with every individual

aspect which is directly or indirectly related.

Conclusion


20/23


This report mentions to the strategic change management in the case of Quality food london

Ltd. It identifies much useful information attempts to internally change towards to the

environmental change. However, it is a primary research. This report helped to identify the

need to involve the stakeholders and various strategies to engage them in the change process,

which is of utmost importance to make change process a success at organisational level. To

implement strategic change management, it may need a further investigation in order to

achieve the effectiveness of business development from the implementation.


21/23


Bibliography

Online Articles

BBC News. (2012) Bank of England Says Economic Still Uncertain [Online]. Available

at:http://www.bbc.co.uk/news/business-11721010. (Accessed: 10 November 2012)

BBC News. (2012) Economy Tracker [Online]. Available

at:http://www.bbc.co.uk/news/10613201. (Accessed: 10 November 2012)

BBC News. (2012) Spending Cuts and VAT Rise To Cost 1.6M Jobs, Says CIPD [Online].

Available at: http://www.bbc.co.uk/news/business-11671009. (Accessed: 10 November 2012)

Burns, James MacGregor. (1978) Leadership [online]. Available

at:http://www.infinitefutures.com/essays/publichealth/leadershiphtml/sld015.htm. (Accessed:

25 November 2012)

Sakr, Sharif. BBC News. (2012) Can Your Social Networking Profile Get You A Pay

Rise? [Online]. Available at: http://www.bbc.co.uk/news/business-11550246. (Accessed: 10

November 2012)

Entrepreneursfriend.(2011) Advocates heroes and early adopter in the product marketing

cycle. [Online].Available at: http://entrepreneursfriend.com/2011/03/advocates-heroes-and-

early-adopters-in-the-product-marketing-cycle/ (Accessed: 22 April, 2011)

Value Based Management.(2011) Pettigrew dimensions strategic change [Online].Available

at:http://www.valuebasedmanagement.net/methods_pettigrew_dimensions_strategic_change.

html( Accessed: 21 March 2011)

KnowHow NonProfit.(2011) Leadrship:change [Online].Available

at:http://www.knowhownonprofit.org/leadership/change/tools/identifying (Accessed: 21

April 2011)
http://www.bbc.co.uk/news/business-11721010http://www.bbc.co.uk/news/10613201http://www.bbc.co.uk/news/business-11671009http://www.infinitefutures.com/essays/publichealth/leadershiphtml/sld015.htmhttp://www.bbc.co.uk/news/business-11550246http://entrepreneursfriend.com/2011/03/advocates-heroes-and-early-adopters-in-the-product-marketing-cycle/http://entrepreneursfriend.com/2011/03/advocates-heroes-and-early-adopters-in-the-product-marketing-cycle/http://www.valuebasedmanagement.net/methods_pettigrew_dimensions_strategic_change.htmlhttp://www.valuebasedmanagement.net/methods_pettigrew_dimensions_strategic_change.htmlhttp://www.knowhownonprofit.org/leadership/change/tools/identifyinghttp://www.knowhownonprofit.org/leadership/change/tools/identifyinghttp://www.valuebasedmanagement.net/methods_pettigrew_dimensions_strategic_change.htmlhttp://www.valuebasedmanagement.net/methods_pettigrew_dimensions_strategic_change.htmlhttp://entrepreneursfriend.com/2011/03/advocates-heroes-and-early-adopters-in-the-product-marketing-cycle/http://entrepreneursfriend.com/2011/03/advocates-heroes-and-early-adopters-in-the-product-marketing-cycle/http://www.bbc.co.uk/news/business-11550246http://www.infinitefutures.com/essays/publichealth/leadershiphtml/sld015.htmhttp://www.bbc.co.uk/news/business-11671009http://www.bbc.co.uk/news/10613201http://www.bbc.co.uk/news/business-11721010


22/23


Invensys Controls India.(2011) Official website [Online].Available

at: http://www.invensys.com( Accessed: 12 May 2011)

Oxford Journal.(2011) Official website [Online].Available

at:http://her.oxfordjournals.org/content/26/2/308.short (Accessed: 12 May 2011)

Coughlan, Sean. BBC News. (2012) Students Face Tuition Fees Rising To 9000 [Online].

Available at: http://www.bbc.co.uk/news/education-11677862. (Accessed: 10 November

2012)

Books

Cameron, Esther. and Green, Mike (2009) Making Sense of Change Management .

2nd edn. London: Kogan Page Limited.

Campbell, David., Stonehouse, George., and Houston, Bill. (2002) Business Strategy: An

Introduction. 2nd edn. Oxford: Elsevier.

Cummings, T. G., and Worley, C. G. (2001) Organization development & change. 7 thedn.

Cincinnati, OH: South-Western College Publishing.

Johnson, Gerry., Scholes, Kevan. and Whittington, Richard. (2008) Exploring Corporate

Strategy. 8 th edn. London: Prentice Hall.

Kubler-Ross, Elisabeth (1969) On Death and Dying . New York: Macmillan.

Senior, Barbara. and Fleming, Jocelyne (2006) Organizational Change . 3 rdedn. Harlow:

FT/Prentice Hall.

Maslow, Abraham (1970) Motivation and Personality . New York: Harper & Row.

McGregor, Douglas (1960) The Human Side of Enterprise . Maidenhead: McGraw-Hill.

Morgan, Gareth (1986) Images of Organizations. Beverly Hills, CA, USA: Sage.

Mullins, L. (2012) Management and Organisational Behaviour. 9th

edn. Harlow:FT/Prentice Hall.
http://www.invensys.com/http://her.oxfordjournals.org/content/26/2/308.shorthttp://www.bbc.co.uk/news/education-11677862http://www.bbc.co.uk/news/education-11677862http://her.oxfordjournals.org/content/26/2/308.shorthttp://www.invensys.com/


23/23

shariar unit 3 version3

Documents