Change in Organisations and Theories of Change Management at Tesla UK
Please use client like: Amtico flooring UK, Tesco UK
Will need to use hofstede change model in the assignment
Assessment Information
This assignment is an individual assignment.
This Live Client assignment requires you to provide….(Client Name)…with a 2000 word report outlining and recommending the various internal and external change options available to align the organization for best strategic alignment and competitive advantage.
With significant reference to appropriate academic literature as well as evidence from practice, critically discuss the options before recommending and justifying appropriate choices. This should be supported/accompanied by discussion of the important role played by line managers to ensure equality and inclusion of diversity within the systems.
Explore post pandemic changes and anticipate further technological and social change. Outline issues such as change resistance, changing business models such as disruptors, impact on well-being and social ability as you weigh up the pros and cons of different approaches to contribute to future decisions on the best future workplace culture changes
Criteria for Assessment
1. Identify the issues within the context of the question (10%)
2. Apply research skills to examine and analyse the literature appropriate to the issues (30%)
3. Discuss the implications of the analysis, supported by practical examples (35%)
4. Frame appropriate conclusions and recommendations based upon the research, analysis and understanding of the assignment. (15%)
5. Support your arguments through approved academic referencing. You must underpin your analysis with relevant academic literature and theoretical insights (10%)
Word Count The word count is 2000.
This assignment is designed to assess learning outcomes - 1,2,3.
1. Discuss the main reasons for change in organisations and theories of change management, including monitoring and measuring the impact of planned change in organisations.
2. Examine the characteristics of successful and unsuccessful change and apply effective change management strategies, including initiating, planning and managing successful change and measuring the impact of change.
3. Critically explore what is organisational culture, how it influences organisational success and performance, how it can be developed and how organisational culture affects organisational competitiveness and performance.
Change Management Tesla UK
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Change Management Tesla UK
1 Introduction
Change is a constant in today's organizations and is driven by various factors such as technological advancements, shifts in customer preferences, globalization, and increased competition. Organizations must continuously adapt and evolve to remain relevant and competitive in their respective markets. As a result, change management has become a critical component of organizational success (Santos, Ramos, Sousa, Almeida, & Valeri, 2021). The theories of change management have evolved over the years to keep pace with the changing business environment. Early theories of change focused primarily on top-down, directive approaches, where senior leaders-imposed change with little input from other stakeholders. However, this approach was often met with resistance and was ineffective in achieving desired outcomes. The COVID-19 pandemic has profoundly changed how we live and work. The widespread adoption of remote work, digital communication, and e-commerce has accelerated technological change and transformed the business landscape. In the aftermath of the pandemic, remote work will likely continue to be a prevalent form of work, leading to a shift in how organizations approach work-life balance and employee engagement (Rouse, 2021). Companies must find new ways to build and maintain a strong organizational culture and ensure remote workers feel connected to the organization and its mission.
2 Analysis and Discussion
2.1 Change Management Theories
More recent change management theories have shifted towards a more participatory and collaborative approach. This approach recognizes that successful change requires active engagement and buy-in from all stakeholders, including employees, customers, and suppliers. It also recognizes the importance of cultural change, communication, and leadership in driving successful change. One of the most influential change management theories is Lewin's Change Model, which consists of three stages: unfreeze, change, and refreeze (Burnes, 2019). The unfreezing stage involves preparing the organization and its stakeholders for change, often by creating a sense of urgency. The change stage involves implementing the change and making it a permanent part of the organization (Roşca, 2020). The refreeze stage involves embedding the change into the organization's culture and systems to ensure sustainability.
Another critical theory is Kotter's 8-Step Change Model, which emphasizes the importance of creating a coalition of support, communicating a vision for change, empowering others to act on that vision, and creating short-term wins to build momentum (Anonymous). Though Kotter's 8-step change model seems perfect, it does not provide guidance to implement change at every level. Thus, this model lacks key maturity terms and analysis of change management. Monitoring and measuring the impact of planned change is essential for organizations to assess the effectiveness of their change initiatives and make necessary adjustments (Galli, 2019). This can be done through various surveys, focus groups, and performance metrics. Surveys and focus groups can provide valuable feedback from employees, customers, and other stakeholders on the impact of the change and any challenges they are facing (Griffith, 2001). This feedback can be used to make necessary adjustments and ensure that the change is aligned with the needs and expectations of all stakeholders.
2.1.1 The Technological and Change Management Transformations during and after COVID-19
Performance metrics can be used to measure the impact of the change on crucial business outcomes such as productivity, customer satisfaction, and employee engagement. These metrics can provide organizations with valuable information on whether the change is having the desired impact and allow them to make adjustments as needed. The pandemic has also accelerated the adoption of digital technologies, such as artificial intelligence, automation, and the Internet of Things (IoT), leading to increased productivity and efficiency (Quan, 2020). However, these technologies also bring new challenges, including the need for more extraordinary cyber security measures, the potential for job displacement, and workers to develop new skills to remain competitive in the job market. In terms of social change, the pandemic has brought a new awareness of the importance of health and wellness, leading to a greater focus on personal and community well-being. This shift will likely continue and will increase the emphasis on preventative healthcare and promoting healthy lifestyles. Advances in fields such as biotechnology, robotics, and 5G technologies are likely to have a profound impact on the way we live and work (Sutton, 2015). For example, biotechnology has the potential to revolutionize healthcare, leading to new treatments and therapies that improve health outcomes.
2.2 Change Management and Application of Hofstede's Change Model at Tesco UK
Tesco, one of the largest supermarket chains in the United Kingdom, has undergone significant changes in recent years. Several reasons for these changes include a rapidly changing retail landscape, increased competition, and changing consumer behaviours (Quaye, 2021). In response, Tesco has implemented several changes to its operations, including focusing on cost-cutting measures, expanding its online and delivery offerings, and emphasizing sustainability and ethical sourcing.
At Tesco, the company has shifted towards a more decentralized organizational structure, with greater decision-making power being devolved to store managers and employees. This change has been driven by a need to respond more quickly to changing customer needs and to provide a more localized customer experience (Utama, 2022). As shown in the figure below, the company has implemented several changes to support the well-being of its employees, including flexible working arrangements and increased investment in employee training and development. Masculinity refers to the degree to which an organization values competition and achievement (De Silva Kanakaratne, Bray, & Robson, 2020). At Tesco, the company has implemented several cost-cutting measures and efficiency improvements driven by the need to remain competitive in a rapidly changing retail landscape. The company has embraced change and innovation at Tesco, investing in new technologies and processes to remain competitive in a rapidly changing market. This has involved a focus on digital transformation, including the expansion of its online and delivery offerings.
Figure SEQ Figure \* ARABIC 1: Hofstede's Change Model Tesco UK
2.3 Proposed/Forecasted Success Trends at Tesco UK considering Technology in Post-Pandemic Period
Tesco UK will likely continue to evolve in response to the post-pandemic world and new technologies. Key areas of change will likely include technology and digital, sustainability and ethical sourcing, and changing customer behaviours. By monitoring and measuring its progress and impact, TESCO can ensure that its changes have the desired effect and that it remains competitive and relevant in a rapidly changing retail landscape. Successful change management is critical to any organization's ability to remain competitive and relevant in a rapidly changing business environment. It is worth mentioning that change management models are developed based on Western concepts; thus, they do not apply credible outcomes to other cultures (Chowthi-Williams & Davis, 2022). In the case of TESCO UK, the following are some of the characteristics of successful and unsuccessful change and the strategies that can be used to manage change effectively.
Figure SEQ Figure \* ARABIC 2: Characteristics of Successful Change at Tesco
As shown in the figure above, a successful change initiative at Tesco UK is built on a clear vision of what is to be achieved and effectively communicating that vision to all stakeholders. This helps to build support and commitment to the change process. Similarly, a positive transformation move is flexible and adaptable to changing circumstances and new information (Anonymous 2020). This helps to ensure that the change process remains relevant and practical. On the other hand, a lack of clarity and communication about the change process's vision, goals, and outcomes can fail in change adoption and change management at an organization (Hannigan, 2018). This can lead to confusion and resistance to the change process. Limited involvement of stakeholders can result in limited support and commitment to the change process. Inactive leadership that is not visible, engaged, and committed to the change process can lead to a lack of trust and confidence in the change initiative and, ultimately, to its failure (Gill, 2002). Rigidity and inflexibility can lead to a lack of relevance and effectiveness in the change process.