Change is becoming a significant part of each business or organization so as to survive in changing organization world because of the developing globalization, organizational consolidation, and advanced technology. In order to tackle the change, change management is always needed in transitioning for both individual and organizational level to achieve forthcoming anticipated change. Change at the organizational level is linked to approach which will designate organizational activities as well as direction. When developing efficient organization approach, both external and internal surroundings have to be considered in this case. When the plan has been changed as adjusting to shifting external and internal surroundings, tactical change is required to be employed in change management to line up change with advanced strategy.
While change cause takes accountability of employing change, there is a necessity of having a clear understanding of tactical change idea which includes approaches, change models and tools to instrument change applicable. The essential skills which are needed for change negotiator are the systematic ability for evaluating change settings, critical thinking and judgmental skills for highlighting the base of the framework on position, interpersonal, implementation and influencing skills for relating change to connected individuals in the organization.
Woolworths sell a variety of commodities which include clothing, food, digital products, and home ware among others. Additionally, they also have financial services whereby they are in a joint scheme with a bank known as Absa. In Australia, Woolworths supermarkets are also known as “woolies” which are retained by Woolworths Limited. Woolworths supermarkets altogether may count around 80% of the market in Australia (Keith, 2012, p. 70).
The current target market of Woolworths is the great revenue payees and the living standard measure set 8-10. The plan of Woolworths is to target two markets such as the lowers collections and the developing black middle class, due to the fact that in the near future, the two markets will be buying clothes and food from the stores. Currently, Woolworths runs 1000 stores which are across Australia where supermarkets are 968 in number while convenience stores which carry the same logo are 19 in number. Woolworths make use of dealers for their commodities, but they have their farms which offer them with most food products. Their dealers are famous for their excellence work and the main aim why Woolworths got their farms is due to the fact that they want to ensure that they offer their clients with products of the highest quality and create awareness concerning their environment. Evidently, Woolworths have a lot of competitors across the world, but they do not have a common vision, value and mission thus making them different from other organizations and they offer good services in the process of valuing the issue of making a profit from their clients (Czerny, 2004, p. 13).
The culture in Woolworths is values-based since it is an up-to-date merchandising brand. People in the organization are the heart as well as the foundation of the organization which empowers the execution of the organization strategy to provide maintainable profit growth. The business has developed and executed a new individuals plan which is critical to identifying as well as rewarding performance, constructing organizational ability as well as attracting and retentive the needed talent and gift to deliver the organization’s tactical plan. The overarching determined of the strategy is to form a stirring working environment to all individuals involved (Keith, 2012, p. 69).
The last report that was made annually for Woolworths organization was done in the year 2011. The financial turnover at that moment was $ 25582 billion, which was a less of 1% compared to the previous year finances. In the year 2010, their turnover for finances was 10% which was more that the following year because in 2011, it was 9% meaning it had reduced by 1%. Generally, a report made by Roy Morgan Research showed that the grocery buyers in Australia spent around $ 89.8 billion shopping in the supermarkets from 2015 to 2016 September. Notably, $ 103 billion is spent only on grocery which is around 87% of the total amount spent in the supermarket in general. The report showed that Australians spent around $32.6 billion shopping in Woolworths in 2015 with 36.3% of national expenditure in all the supermarkets (Keith, 2012, p. 80).
Change management necessitates considerate planning as well as subtle implementation, and beyond, conference with, and participation of the individuals influenced by the changes. If an individual purpose to force change on other people involved, normally there will be arousal of certain problems in the organization. Change must be achievable, realistic and measurable. Notably, these ideas of change are particularly relevant when managing individual change. It is crucial for an individual to ask herself the achievements that one wants to attain with the change before implementing the action of change. “Why and how will one know that the change has been achieved? Who is affected by this change, and how will people react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with?” These ideas link in a strong manner to the management of individual change and organizational change (Nauheimer, 2009, p. 10)
In order for change to occur, the whole idea happens if the entire organization really wants the idea. Change agents should establish the logic of urgency about the necessity for change. Creating a sense of urgency in the organization may assist an individual to trigger the primary enthusiasm so as to keep things moving in the organization. In this step of creating urgency, the issue of reviewing poor statistics in sales or discussing the competitors should not appear in this step. The managers of change should open a convincing and an honest dialogue concerning the concepts occurring in the market as well as the competition in the organization itself. If several individuals begin discussing the issue of change that the agents propose, the urgency can feed and build on itself (Hashim, 2013, p. 2234).
There is need to convince individuals that change is necessary. The action of convincing people usually takes powerful visible and leadership support from main individuals in the organization. The act of managing the action of change is never enough, but the leading change should be included. The managers can find operative change agents in the business, and they do not essentially track the customary business hierarchy. Notably, in order to lead change, there is a need of bringing together a team or a coalition, of influential individuals who have power which comes from different sources like their status, job title, political importance, and expertise. Once a change coalition is formed, there is a need to work as a team where members of the team continue building urgency as well as momentum around the necessity for change. The manager should identify the leaders who are true in the business and the strong stakeholders (Styhre, 2002, p. 349).
When a manager in an organization start having the concept of change, there are many ideas which are great, and solutions which start floating around and one should associate the idea to a general vision that individuals can remember and grasp easily. A vision which is clear may assist each person to comprehend the reason why the agents are asking them to perform a specific task. When individuals observe for themselves what they are in the process of achieving, then the directions they are asked to follow usually make a lot of sense. It is important to determine the principles which are dominant to the change in the organization and creating a specific plan to execute the vision is important (Worley and Mohrman, 2014, p. 216).
Success is determined by the action taken by creating a vision. The message of the manager of change will perhaps have a strong rivalry which is from other day-to-day discussions in the business, so it is the responsibility of the manager to communicate the vision powerfully, frequently and embed it in each and everything he dos in the organization. The secret in communicating the vision is talking about it each moment the manager gets a chance to do so rather than calling for special meetings in order to communicate it (Langley et al., 2013, p. 13).
If the manager is capable of following all the steps and reaches the point of removing obstacles in the process of change, t means he has been communicating about the vision and forming buy-in from all degrees of the business. Hopefully, the staff members of the team want to become busy and attain the paybacks which the manager has been promoting. It is important to put the structure for change in place and check continuously the barriers which might happen. The process of removing obstacles in the change process may empower the individuals who are needed to execute the vision as well as helping the change to move forward. The concept of removing obstacles can be achieved by hiring change agents whose key roles are to produce change required. Rewarding people in this step is significant after the change has occurred.
Success is the most motivating concept in life not only in the organization. It is the responsibility of the manager to give the organization a taste of victory early during the process of change. Within the shortest time possible, one will have a need to have some “quick wins” which the team members can see. Without the quick wins, mockers and critics will be all over to criticize the progress, and they might even discourage the manager from progressing. Creating short-term objectives is important not just having one long-term target in the business. Short term goals are easily achieved, and the room for failure is little. The team members for change should have in mind that they should work very hard to achieve the set goals because it motivates the whole group to continue with the good work (Carter, 2008, p. 25).
According to Kotter, he argued that the projects for change usually fail since victory is acknowledged too early. Real change process goes deep. Quick wins are solitary the starting of what is needed so as to achieve the change which is long-term. For instance, launching a single new commodity using a new scheme is good, but if one can launch ten commodities, it means that the fresh system in the business is functioning. It is important to keep searching for improvements so as to reach the 10th success. The success achieved is able to provide opportunities to develop on whatever went right as well as identifying what one needs to improve (Carter, 2008, p. 26).
Last, for any change to stick, the process of change should be a core part of the organization. The corporate culture in the business usually determines what is done, so the worth behind the vision should reflect in day-to-day job. Continuous efforts should be made to make sure that the change is reflect4eed in each aspect of the business. The idea will assist in giving the change a solid position in the culture of the organization. It is significant that the leaders of the organization should continue supporting change and they include the new leaders and new staff who come in the business (Chrusciel and Field, 2006, p. 507).
In the step of creating urgency, the managers of change should open an honest conversation which will enable the team to start talking about the change. The employees and people resisting people will be convinced enough to bring change. Identifying true leaders in the organization is a crucial part of the process of change thus, the employees will have to follow the process, and that way change will occur. Everyone in the organization wants to be led by true leaders, and it is a guarantee that true leadership in the process of change will automatically bring the change required. True leadership ensures that the weak areas in the team are worked on thereby impacting the members positively in the process of change since they can finally see the light. In the intervention of determining the values which are central to change, members of the organization work hard to identify such values so as to bring change. Additionally, they also involve themselves in creating a plan so as to execute the vision of bringing change. The idea of a vision for change enables employees to be focused and work towards achieving the vision. Putting change structure in place helps in removing barriers which may prevent the change process (Burnes, 2005, 81). The idea of rewarding individuals in the process of removing obstacles is important because others who might be resistant to change may be motivated to bring change. Setting short term goals which are attainable is important, and employees are encouraged to continue working on the change process. Rewarding is the most crucial idea in the change process since everyone in the organization is motivated by rewards.
Borrowing from nudge theory, positive reinforcement is useful in influencing the motives, decision-making, and incentives of teams and people. It must be appreciated that rewards have a positive reinforcement towards individuals and they are motivated to continue with their work (Bovens, 2009, p. 212).
I would recommend that the organization should have a powerful team of leaders who are likely to initiate the change required and convince other employees on the same for change to happen. Having powerful leaders will ensure that even the resistance to change will be convinced enough to bring change. I would also recommend that the organization should be able to set short-term goals which are easily achieved since they motivate everyone including those are resistance to change. The action of rewarding the team is also recommendable since team members will put more effort to ensure that they do their best so as to receive the rewards.
Conclusion:
In conclusion, change is important to every organization, and whenever there is a change process, the organization should come up with ideas which will enable everyone to embrace change. Ideas such as identifying true leaders in the organization are crucial in the process of change. Thus, the employees will have to follow the process, and that way change will occur. Everyone in the organization wants to be led by true leaders, and it is a guarantee that true leadership in the process of change will automatically bring the change required. True leadership ensures that the weak areas in the team are worked on thereby impacting the members positively in the process of change since they can finally see the light. Forming short-term goals which are easily achieved are highly recommended. Also, rewarding team members after the change has occurred might be relevant.
References:
Bovens, L. (2009) ‘The Ethics of Nudge,’ Preference change: approaches from philosophy, economics, and psychology, pp. 207–219. doi: 10.1007/978-90-481-2593-7_10.
Burnes, B. (2005) ‘Complexity theories and organizational change,’ International Journal of Management Reviews, 7(2), pp. 73–90. doi: 10.1111/j.1468-2370.2005.00107.x.
Carter, E. (2008) ‘Successful Change Requires More Than Change Management,’ Journal for Quality & Participation, 31(1), pp. 20–23. doi: 10.1108/hrmid.2008.04416gad.005.
Chrusciel, D., and Field, D. W. (2006) ‘Success factors in dealing with significant change in an organization,’ Business Process Management Journal, 12(4), pp. 503–516. doi: 10.1108/14637150610678096.
Czerny, A. (2004) ‘Woolworths aims to involve staff.’, People Management, 10(13), p. 13. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13714153&site=ehost-live.
Hashim, M. (2013) ‘Change Management,’ International Journal of Academic Research in Business and Social Sciences, 3(7), pp. 2222–6990. doi: 10.6007/IJARBSS/v3-i7/92.
Keith, S. (2012) ‘Coles , Woolworths , and the Local,’ The Australasian-Pacific Journal of Regional Food Studies, (2), pp. 47–81.
Langley, A., Smallman, C., Tsoukas, H. and Van De Ven, A. H. (2013) ‘Process studies of change in organization and management: Unveiling temporality, activity, and flow,’ Academy of Management Journal, 56(1), pp. 1–13. doi: 10.5465/amj.2013.4001.
Nauheimer, H. (2009) ‘John Kotter’s 8 Steps of Leading Change’, Change Management Blog, pp. 8–11. Available at: https://www.change-management-blog.com/2009/07/change-model-3-john-kotters-8-steps-of.html.
Styhre, A. (2002) ‘Non-linear change in organizations: organization change management informed by complexity theory,’ Leadership & Organization Development Journal, 23(6), pp. 343–351. doi: 10.1108/01437730210441300.
Worley, C. G. and Mohrman, S. A. (2014) ‘Is change management obsolete?’, Organizational Dynamics, 43(3), pp. 214–224. doi: 10.1016/j.orgdyn.2014.08.008.
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