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Change management Marks & Spencer

Change management Marks & Spencer. Content Scenario Change management theory Our framework Diagnosis Planning and implementing Evaluation Critique. Scenario. Vision The standard against which all others are measured Mission Making aspirational quality accessible to all

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Change management Marks & Spencer

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  1. Change management Marks & Spencer Content • Scenario • Change management theory • Our framework • Diagnosis • Planning and implementing • Evaluation • Critique

  2. Scenario Vision The standard against which all others are measured Mission Making aspirational quality accessible to all Values Quality, Value, service, innovation and trust

  3. Chronology • July 2001 Luc Vandevelde • July 2002 Roger Holmes • June 2004 Stuart Rose

  4. Problems to be addressed • Business too complicated • Competition • Image • Downsizing • Management systems

  5. Change management theory • What is change management? • Two school of thought: • Recipe driven • Vague focus • Situation specific

  6. Lewin’s planned change model

  7. Action research model

  8. Positive model

  9. Proposed framework • Context of Change • Facilitation of Change Process • Diagnosis • Intervention • Evaluation

  10. Context of change • Magnitude of change • Degree of organization • Domestic vs. International (Cummings & Worley, 2005)

  11. Diagnosis • What is it? • Who with? • How is it done?

  12. Interventions • Discrepancy • Theory • Procedural • Relationship • Experimental • Perspective • Dilemma • Structural • Cultural • (Blake & Mouton, 1964)

  13. Our chosen intervention • Transformational change • Environmental/internal • Systematic & revolutionary • New paradigm • Driven from top down • Continuous learning and change

  14. Transformational change • Culture change • Self design • Organizational learning and knowledge management

  15. Culture change • Schein (1990) model of culture

  16. Self designing organizations

  17. Organizational learning and knowledge management • Organization learning • Enhance capability to acquire and develop new knowledge • Knowledge management • Generate, organize and distribute • Sense making • Understanding change

  18. Evaluation • During and after implementation • Implementation feedback • Evaluation feedback • Problems

  19. Critique • Situational differences • Rational change • Evidence for improvement • Biases • Long term

  20. References • http://www2.marksandspencer.com/thecompany/mediacentre/index.shtml • http://news.bbc.co.uk/ • Cummings, T.G. & Worley, C.G. (2005). Organization Development and Change (8th ed). Ohio: South-Western. • Millward L. (2005-in press), Understanding Occupational and Organizational Psychology.London: Sage PublicationsLtd.

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