The Second Master Manager That We Have Picked

HMV Group announced a three year strategic and operational review in March 2007. The primary purpose of this dissertation is to analyse the methods used to manage this strategic change and to discuss alternatives. The secondary focus is to assess the decision to change.  At a time of change, much focus is placed upon developing strategy and not enough on the implementation and management side. It is possible that a ‘perfect strategy’ for a situation is wasted by poor implementation. A specific strategy can be developed over night, however; successful strategy implementation is a much longer process. In order to analyse HMV Group’s change management efforts, it is crucial to

Also the managers are also stakeholders, because they cope the salaries and also the performance of Tesco. The standards of the business need to be achieved efficiently all the time in order to make sure Tesco be successful. The managers run the staff and make sure the name of the business is respectable by having good customer service. If they do not do their job properly, then something may could go wrong or not be able to make enough profit and in this way Tesco will not be efficient because of this the managers have a big importance on Tesco.

To successfully implement change, employees need to understand how this will benefit them and impact their daily work. One of the things is that something might look good on paper can have drawbacks that are not realized by the planners, but can be easily identified by the employees who must implement the change. Therefore as a manager you need to bring the idea to the employees and get their feedback and continue to empower the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the process and to assist the

The core problem facing Barilla is the high degree of demand variance that it experiences by product and throughout the year. The main causes of the demand variance are limited visibility downstream, and reliance on promotions to push product downstream.

One method for managing change in an organization is to be prepared through constant evaluation of the company. The management team needs to continually evaluate sales data, changes in the marketplace and activity by the competition to be able to anticipate change. When a company can see change coming as a result

According to Sullivan and Decker there is a ten-step process to implement change (Sullivan & Decker, 2009). In the first three steps the manager must

Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.

As for the People, it should be determined whether the organization has the right skills and talents for the change to be supported and for the organization to achieve its strategic goal.  For example, if the strategic goal is to increase revenue through increased sales then the company sales people should be given sufficient training about the company’s own and acquired products as this will enable the sales staff to more easily sell the company’s products.

In order to manage change a manager needs to understand innovation and change in an organisation

Firstly, change can cause employees to panic. It is natural for employees not to want change or find it is a way out of the organization. This is why when a change is in forced, a strategy needs to be in place. Much like having goals and back up goals. A business needs strategies and backup strategies in order to succeed in the transformation in which the organization is planning on taking. Strategies are also need when dealing with competitors. As the article explained, "Competition is nothing more than a group of people in another company who believe that they can offer something to customers that is superior to what you presently offer." This said, having a strategies in which allows you to give your customers what they want can be a great benefit. The article goes on to list many different types of strategies that can be put into place to help a business succeed and compete against their competitors. To help ensure a organization is approaching the changes correctly the article gives us five questions to ask:

After acquired to change management subject, I think that change is a state of transformation which results in an essential shift in the way we observe and interact with the world. The concept of change is more important in our lives as it enables us to face new experiences, either it be good or bad. To be safe from bad experience of change, knowledge to manage the change is compulsory for

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

The reason behind this point is that the managers have this position in the organization that they can motivate and inspire the general staff and they have many different mechanisms and they can also make their staff to accept the change and also to adapt is without any hassle and problems (Carr, 1996; Gouillart, 1995; Gareth, 2006).

This study will examine Marks & Spencer, a retailer in the United Kingdom and will utilize the 8-Step approach of Kotter in addressing organizational change. Marks & Spencer has more than 375 stores and 11 million shoppers each week and employs 66,000 workers. The company is one of High Street's best known companies however, Marks & Spencer, for a long time unchallenged, has undergone a chain of management and corporate structure changes due a decline in their sales. (IBM Ltd. 2005)

According to Daly et al, (2009a) ‘ Managers must be able to cope with the concept of continual growth and change. This may generate excitement, but can also bring added pressure for managers as