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Unit 03A report on
Strategic Change ManagementVersion03
Quality Food London LTD
Name: Shariar G Zunak
ID: 10038621
Date: 7 th June 2013
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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
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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
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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
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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
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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.
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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
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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.
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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.
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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
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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
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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?
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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
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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
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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
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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
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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:
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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
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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
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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.
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