Strategies for Managing Change


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1.1 Explain key change management terms

According to Awadari and Kanwal (2019), the management of change tackles the human component of any corporate transition. It includes the preparation and adoption of the new ERP systems and business processes by your staff. When it starts at the planning stage of ERP, change management is most successful. This means that before selecting ERP, it should start. Tesco has a well-established and consistent growth plan that enables its core company in the United Kingdom to strengthen and expand in new areas. As for Tesco’s implementation, Tesco was subject to some strategic adjustment. They implemented self-service till consumer criteria stay competitive and meet. For Tesco to remain at the top in the retail market, a similar adjustment must be implemented. They also provide rapidly developing services for merchants. Because they have their internal sources, they inform them every day and every week, via departure and telephone survey, how they are comparable with their main rivals. Since Tesco included competent personnel in running their operations, no top management is still dissatisfied with the status quo. Tesco has set up the “internal support and appreciation” programme for its employees to prevent employee management friction.

3.1 Explain different strategies managers can use to manage change in their business

As per the viewpoint of Hussain et al. (2018), the three-stop model or planned organisation, by Kurt Lewin, is one of the cornerstones of today’s situation. In the early 1950s, Lewin a social scientist and physicist proposed a basic framework to explain the Three-stage Theory process of organisational transformation he called Freeze, Change and Freeze (Refreeze). According to Lewin, changing for any person or organisation is a complex trip that may not be particularly easy and includes many transitional steps or incomprehension before the stage of balance or stability is reached. Kurt Lewin’s Force Field Analysis model, effective changes, occurs by unlocking the present or existing state of things, moving to a change or a desired condition, then freezing to make the change comparatively lasting. During the freezing phase, the driving forces should be strengthened to encourage changes in behaviour and working methods while weakened or eliminated the retention factors. Conducting forces generate an urgent feeling of change. Globalization, technological development and the IT Revolution, workforce shift etc may be the driving factors in the external environment. Furthermore, via the work of business executives, driving forces may emerge inside the company. The development of a stakeholder engagement plan with Tesco is an essential aspect of stakeholder analysis for change management. It puts individual obligations and individual responsibilities into effect. The participatory approach maybe meetings, presentations, group facilitation, delegation, development and sharing of a change plan. Alter resistance is those at Tesco who don’t want to change self-service. The resistance type might be individual vs communal, passive vs aggressive, direct or indirect and may be of small or substantial importance. Tesco has established a suitable method for controlling a procedure to overcome the resistance issue. One of the main processes for the resistance is the engagement and engagement of the main stakeholders. It performs the crucial function of human participation and identifies the right answer. All engagement may contribute to the efficiency of resistance resolution (Suiquist and Shi, 2017).

3.2 Explain the reasons why managers adopt specific strategies to implement change in their business

A strategic shift may have been expressed about the installation of Tesco’s checkout systems. The self-check-out is a novel system, different in terms of the transactions carried out from the conventional check-out. A cashier must checkout yet a self-checkout needs a cashier. The cashier must checkout. A new technique or manner of servicing clients is provided for self-checking. The usage of self-service and the regular check-out gives clients an improved service without spending so much time in the shop. As per the viewpoint of Kobus et al. (2017), the check-out in Tesco aimed designed assist enhance the shopping experiences of consumers and make shopping incredibly simple. This was done to make consumers think that they are part of Tesco. The consumer in-store chooses the purchases from the racks and moves to the self-check-out, scans and pays for the things. The anticipated result is both the checkout and checkout synergy. At a time when consumers are the emphasis for most businesses, consumers usually gravitate to establishments where excellent and prompt service can be provided. Tesco is one of the world’s top retailers with 3 000 checkouts in 750 shops. Since self-checkout was originally established, this is a big improvement. More clients are drawn by the number of self-check-outs in businesses because they know that they can always leave the shop in time via self-check-outs.

3.3 Evaluate the effectiveness of different strategies managers can implement to effect change in their business

In most sectors, competition between firms is one of the frequent factors that promote change. To obtain a competitive edge over its rivals, Tesco launched its self-check-out system. This also led to a market differential as Tesco identified itself with the self-checking method from the other stores. The self-checkout resulted in excellent services since consumers need not waste time waiting in the store to pay for their purchases. One of the best techniques to boost customer happiness is via the usage of technology. This helps create a good customer connection that leads to customer loyalty (Rosnizam et al. 2020). 1.5 million people choose self-checkouts at more than 200 outlets weekly in the Tesco Annual Report and Financial Statement. This demonstrates that the system is very happy with consumers and also has a large sales effect. Based on the above-mentioned issues, supervisor or trained personnel should be stationed in the check-out area from start to finish, to help customers who are struggling with the system in preventing delays in transactions and to confirm the identity of any person suspected of a minor. The self-check-out has to be enhanced to make it simpler to use and to lower the fault rate. According to Kurt Lewin, the change management of Tesco is as follows:

Unfreezing:This is the initial transitional phase and one of the most important steps in the whole process. It includes increasing people’s preparedness and readiness to change by encouraging a realisation of transition to a changed circumstance from the current comfort zone. It requires individuals to be conscious of the need for change and to increase their desire to embrace new methods to work for better outcomes. As one of the most high-profile businesses, Tesco is extremely wealthy in resources. It consists of 472,000 Human Resources, Tesco Financial Resource Technology for Online Shopping, Thousands of Lorries for Transport, Tesco recycling stations in every Tesco Extra recycling store Tesco Fuel.

Change:Zhao (2021) commented that this stage may also be seen as the stage of the transition or real transformation. It means that fresh methods of doing things are accepted. This is the stage at which individuals are freezing and changes are being carried out. Tesco’s primary goal was to offer consumers value for money to maintain and to obtain customer loyalty via the construction of longevity. The main reason for its success and profitability in this marketing approach of value creation, which has led to it being a major retail company in the UK. It now offers not just foot products but also non-food products as a significant component of its category (Ibrahim et al. 2017).

Freeze (Refreezing): During this stage, individuals go from a phase of transition to a much more stable condition that we may consider being the state of balance. The phase of refreezing is the last step when individuals accept, absorb, accept and create new methods to work or change, as part of their lives. These modifications may be wide or limited in scope, including any planned or unexpected reaction to external and inner factors. But the process of changing may prove to be difficult; the retail sector has been projected to fail to accomplish every goal of the one-in-three change effort. The opposition on the part of organisational parties concerned, such as workers, consumers or significant pupils or sponsors, is one of the reasons for the change in plans.


Reference List

Awadari, A.C. and Kanwal, S., 2019. Employee participation in organizational change: A case of Tesco PLC.International Journal of Financial, Accounting, and Management,1(2), pp.91-99.

Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.

Ibrahim, A.A., Alkhawlani, M.A.A. and Al-shaghdari, F.M., 2017. Customers Desires on Marketing Mix and Its Impacts on Tesco (Malaysia). International Sciences of Management Journal, 1(1).

Kobus, J., Westner, M. and Strahringer, S., 2017. Change management lessons learned for Lean IT implementations.International Journal of Information Systems and Project Management,5(1), pp.47-60.

Rosnizam, M.R.A.B., Kee, D.M.H., Akhir, M.E.H.B.M., Shahqira, M., Yusoff, M.A.H.B.M., Budiman, R.S. and Alajmi, A.M., 2020. Market Opportunities and Challenges: A Case Study of Tesco.Journal of the Community Development in Asia,3(2), pp.18-27.

Sundquist, J. and Shi, E., 2017. INTERNATIONALISATION OF CARREFOUR AND THE DYNAMICS OF MODERN CHANGE MANAGEMENT PRACTICES.American Journal of Multidisciplinary Research,5(2).

Zhao, C., 2021. Research on Cost Management of E-commerce Enterprises Based on Value ChainTaking Suning Tesco as an example.


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