Change Rosabeth Moss Kanter

alteration Rosabeth Moss Kanter convert Management Organisations Must Change and Change quickly INTRODUCTIONRosabeth Moss Kanter is the professor in business at Harvard Business School, where she holds the Ernest L. Arbuckle Professorship. She is known for her classic 1977 study of Tokenism. As a business leader and expert on strategy and leadership for interpolate, she was nominal as the top ten on the list of the 50 most influential business thinkers in the world, and she is on the list of the 100 most principal(prenominal) women in America and the 50 most powerful women in the world. Her main concepts include changing brass instruments, bureaucracy and characteristics of resistance to commute. (drfd.hbs.edu, 2007)In 1989, she argues that todays corporate elephants must use up how to jump as nimbly and speedily as mice. (Burnes, 2004) In other words, she points out that macroscopical organisations should inter turn and change quickly to meet the changing environment. This bailiwick is going to analyse the key drivers for this statement and find out the reason behind change. This report contains three sections. Section 1 will give definitions to change focussing and the importance of change. Section 2 is discussions, which is divided into two sub-categories, first part is concerned with the archetypes of change management, and part 2 goes on to show examples of how big organisations go by up with change and the possibilities of failure. This section contains examples of big organisations successfully changed to meet their goals and objectives, while some other organisations stay the same and fail to maintain their besotted market position. Section 3 is conclusions.CHANGE MANAGEMENTTodays corporate elephants must learn how to dance as nimbly and speedily as mice if they are to hold up in our increasingly competitive and speedyly changing world(Burnes, 2004)According to Paton McCalman (2004), managing change is about evaluating, planning, imple menting, operational, tactical and strategic changes. As Siegal et al (1996) points out that rapid change is a pervasive part of our lives as merciful beings it is no surprise that change is also a fact of life within human systems. Recent developments in the global economy countenance catapulted this fact to the forefront of management concerns as well. Therefore, even though Professor Kanters statement was mentivirtuosod about 18 years ago, it is still valued today.Additionally, Kanter (1989) mentioned that in order for organisations to change, it requires double-quick action, to a greater extent than flexibility and c put upr partnerships with employees and customers than typical in the traditional corporate bureaucracy. To quote from her, unified giants, in short, must learn how to dance. Therefore, the corporate elephants represents big companies while mice, on the other hand, represents small firms. To summarise her statement above, we could conclude that small firms are more flexible in changing compare with big organisations, because big organisations have more management levels and more bureaucracy therefore, corporate giants should adapt this ability to change and change quickly. More over, the most important reason for organisations to change, is to keep pace with the ever changing business environment and give a good play along image to the public that they are keep up dating themselves and stay competitive.DISCUSSION To cope with a changing world, an entity must develop the capacity of teddy and changing. It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change(Beitler, 2006)Corporate elephants with change label and Spencer is a well known British retailer, which was stranded in 1884. It is one of the most iconic and widely recognised chain stores in the UK and it is the largest clothing retailer in the country. (wikipedia, 2007) label Spencer is one of the typical examples f or change management, and as Rippin (2005) proposed in her research that when, in Autumn 2003 I needed a case study on organisational change, without too much deliberation I chose tag and Spencer. This corporate giant has developed through its golden years, the crisis, its change in leadership and its recent change management attempts in its response to its changing environment. (Rippin, 2005)Kurt Lewins mystify of changeIn the early 20th Century, psychologist Kurt Lewin identified three stages of change that has come to be known as the unfreezing-change-refreeze model. (Nilakant Ramnarayan, 2006) The graph below shows more power point about this modelUnfreezeThis is the first stage of this model that to make system receptive to change. (Nilakant Ramnarayan, 2006) People feel comfortable and safe about the live situation and it is hard for them to change. It takes long time to unfreeze the environment and the first thing to do at this stage is to make people aware of the change and let them know the reason and needs for change. Moreover, organisations should involve employees in the decision making process by asking them how would they feel about a veritable matter and what do they thing is necessary to change.In 1998, Marks and Spencer became the first British retailer to make a pre-tax profit of over 1 one million million million and this is the peak time in the companys history. (marksandspencer, 2007) Few years later, it plunged into a crisis which lasted for around several years. The problems Marks and Spencer faced wereThe rising cost of using British suppliersLosing customer loyaltyIncreasing rival companies with cheap production to lower down their cost, therefore to lower down the priceRefuse to accept the credit notificationAs a large company with a long term history, Marks and Spencer has its weak side that the bureaucracy management system (Rippin, 2005) made it lose its touch with the hearty buyer and lost potential younger customers. In 1984, the companys priority is to provide high quality clothing to working class women. As time goes on, peoples taste changed that we no longer chase quality products but disposable clothes with a cheaper price. At that time, Marks and Spencer didnt realize this shortage until they found themselves struggling to compete in the changing environment as the fashion trend changes. As a result, the companys share price went down by more than two thirds and profit fell from 1 billion in 1998 to 145 million in 2001, which was only 10 per cent compare with its golden age. (wikipedia, 2007) As Rippin (2005) described in her research that Marks and Spencer is a sleeping beauty as the organisation is in suspension waiting for the right prince to come and stimulate the body.ChangeThe second stage of the model is change to achieve the desired results. At this stage the actual change happens which can be either to pick up desired behaviour or technological change. (Burnes, 2004) It is a hard journey that the organisation might go through several stages before it successes. This is the stage that the real changes take place and the organisation applies the plans to action in practise.At this stage, Marks Spencer conducted another model-Planned model of change ( quality change) that issues are dealt with stage-by-stage and built to transformation over time. (Cummings Worley, 2004) Marks and Spencers change management was implemented step by step over time. To quote form the Stuart Rose Chief Executive We continue to improve our center businessWe are ahead of our space growth targetWe are stepping up our investment in the business In addition, the Board is announcing a step change in the investment this year. These decisions reflect our confidence in the capacity and future prospects of the business. (finfacts, 2007)In order to successfully apply this Step change model, Marks and Spencer is constantly working on the gain. In 1999, the company launched online shopping and issued credit cards payments in store or online to make transactions simple and faster for customers. In order to lower down the costs and have more sales, the company decided to switch to overseas suppliers, open store on sunlight and added self-check outs to tills. (wikipedia, 2007)Secondly, it changed its business focus from quality fabric for working classing to the sensitive sales of fashion clothes, and the company launched the Per Una clothing range, which recovered some market share to the younger consumer group. Additionally, it changed the womens bras to machine washable while there are many designer brands that still need to be hand washed. (Rippin, 2005) More over, the company realized its strength and weakness, therefore, it sold the financial service to HSBC Bank Plc and stopped the expanding of its simply food line of stores. As a result of those changes, by 2005, its share price went up and doubled from 319p to 766p as the highest in 2007. (Bloomberg, 2007)Ref reezeThe last step is to refreeze and make changes permanent that cement change into the organisational culture. To quote from Cameron Green (2004), for change to be effective, it needs to be implemented at all levels and embedded in the culture of the organisation. Change management should be merged with the organisational culture that all the changes should be developed agree to its culture with shared objectives and common goals.At this stage, organisations meet their goals and objectives and waiting for new changes. (Paton McCalman, 2000) Marks and Spencer today, has 760 stores in more than 30 countries around the world. In 2007, it is growing once again and rapidly increasing profitability with revenue of 7.8 billion. In Nov, the company reported that the profit before tax rose 11.5 per cent, which is slightly ahead of analysts expectation. (finfacts, 2007)Corporate elephants dance speedilyFlexible Elearn (2005) explains the four key processes for success when implementing change within an organisation, they are Pressure for changeA clear and shared vision subject matter for changeActionTo summary from Flexible Elearn (2005), organisations need the driving forces for change and a clear/shared vision. In order to successfully implementing change, organisations need to commit the resources that will be required and make sure they are provided. The last stage is action and implementing the planned changes. At this stage, organisations should keep checking and monitoring the process, and ensure the progress is operated well. Organisations like the benefit of change but they are afraid of failure. In order to successfully launch the change within organisations, Flexible Elearn (2005) suggest organisation to follow this stages, but on the other hand, changing could be difficult according to the change stages model as it is time consuming and costly. To quote from Saka (2003), one of the main boundaries for big organizations to change is the one which se parates the model-builders from recipe-givers, the theoreticians from the practitioners. Organisations understood the need for change, but they dont seem to be able to respond quickly, especially for those big firms as they have many layers of management level that all the decisions need to run through the top to the bottom. It takes time to inform everyone in the organisation about the change and keep them up-dated with the progress. As Saka pointed out that there is a lack of interaction between decision and action. Organisational members, who are not only potential change-makers, are likely to be more questioning about the value of change.CONCLUSIONChange management plays an important role in any organisations regardless its size. It means to make change in a planned and systemic way. (Cummings Worley, 2004) Moreover, it helps to lower risks associated with change, eliminate resources conflicts and redundancies.For Marks and Spencer, its problems include business too complicated , competition, downsizing, and management system. The Marks and Spencer story shows that changes are indwelling for all the organisations regardless its size and reputation. Staying in the same place without considering the changing environment will leads to losing profit or failure. Moreover, Marks and Spencer went through three stages of change, which areUnfreeze feel the needs to change as the market share and profit was going downChange going through changes with the planned model of change that allows the company to change step by step with continuously changing progress.Refreezing met the goals and objectives that Marks and Spencer successfully changed itself from an old, transitional British retailer to a new look, fashionable icon.To sum up, small organisations are more flexible when they facing changes, while big organisations have bureaucracy management system and more layers of management level, hence, it is harder for them to response to the changing environment. Theref ore, big organisations should adapt the ability to change and change quickly.REFERENCEBeitler. M, 2006., Strategic Organisational Change A Practitioners Guide for Managers and Consultants, Practitioner Pr Intl.Burnes. B, 2004., Managing Change A Strategic Approach to Organizational Dynamics (4th Ed), Pearson Education.Cameron. E Green. M, 2004., Making Sense of Change Management A Complete Guide to the Models, Tools Techniques of Organizational Change, Kogan Page.Cummings. T Worley. C, 2004., Organizational Development and Change, Thomson South-Western.Flexible. P Elearn. L, 2005., Change Management Management Extra, Elsevier.Kanter. R, 1989., When Giants learn to Dance, Simon and Schuster.Nilakant. V Ramnarayan. V, 2006., Change Management Altering Mindsets in a Global Content, intelligent Publications.Paton. R McCalman. J, 2000., Change Management An Guide to Effective Implementation,, Sage Publications Inc.Rippin. 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