Change Rosabeth Moss Kanter

lurch Rosabeth Moss Kanter falsify caution Organisations Must Change and Change pronto INTRODUCTIONRosabeth Moss Kanter is the professor in business at Harvard Business School, where she holds the Ernest L. Arbuckle Professorship. She is cognise for her classic 1977 study of Tokenism. As a business leader and happy on strategy and leadership for shift, she was nominated as the top cardinal on the list of the 50 nigh influential business thinkers in the world, and she is on the list of the 100 most classic women in the States and the 50 most powerful women in the world. Her main concepts include ever-changing organisations, bureaucracy and characteristics of resistance to transport. (drfd.hbs.edu, 2007)In 1989, she argues that todays incarnate elephants must learn how to leap as nimbly and speedily as mice. (Burnes, 2004) In other words, she points forth that vast organisations should tack and counter heighten quickly to meet the changing surroundings. This study is going to analyse the key drivers for this statement and find out the spring behind change. This report contains three sections. Section 1 result unfold definitions to change commission and the importance of change. Section 2 is discussions, which is divided into deuce sub-categories, world-class part is concerned with the baby-sits of change guidance, and part 2 goes on to show examples of how king-sized organisations keep up with change and the possibilities of failure. This section contains examples of big organisations victorfully changed to meet their goals and objectives, epoch almost other organisations stay the very(prenominal) and fail to maintain their strong market position. Section 3 is conclusions. reassign MANAGEMENTTodays corporate elephants must learn how to dance as nimbly and speedily as mice if they argon to survive in our increasingly competitory and rapidly changing world(Burnes, 2004)According to Paton McCalman (2004), managing change is nearly e valuating, planning, implementing, operational, tactical and strategic changes. As Siegal et al (1996) points out that rapid change is a pervasive part of our lives as human beings it is no surprise that change is also a fact of life within human governances. late developments in the global economy substantiate catapulted this fact to the forefront of care concerns as well. Therefore, even though Professor Kanters statement was menti angiotensin-converting enzymed about 18 years ago, it is still prised today.Additionally, Kanter (1989) menti singled that in order for organisations to change, it requires faster effect, more(prenominal) flexibility and closer partnerships with employees and customers than typical in the traditional corporate bureaucracy. To summons from her, Corporate giants, in short, must learn how to dance. Therefore, the corporate elephants represents big companies while mice, on the other softwood, represents bittie firms. To summarise her statement abo ve, we could conclude that small firms ar more bendable in changing compargon with big organisations, because big organisations have more management levels and more bureaucracy at that placefore, corporate giants should adapt this king 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 union image to the ordinary that they are keep up dating themselves and stay competitive.DISCUSSION To cope with a changing world, an entity must develop the capacity of shifting and changing. It is not the strongest species that survive, nor the most intelligent, that the ones who are most responsive to change(Beitler, 2006)Corporate elephants with change attach and Spencer is a well have it offn British retailer, which was founded in 1884. It is one of the most iconic and widely recognised chain strains in the UK and it is the largest turn retailer in the country. (wikip edia, 2007) Marks Spencer is one of the typical examples for 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 Marks 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 resolution to its changing environment. (Rippin, 2005)Kurt Lewins model of changeIn the early 20th Century, psychologist Kurt Lewin identify three stages of change that has set to be known as the unfreezing-change-refreeze model. (Nilakant Ramnarayan, 2006) The represent below shows more detail about this model unlooseThis is the first stage of this model that to make system receptive to change. (Nilakant Ramnarayan, 2006) People receive comfortable and safe about the current situation and it is hard for them to change. It takes pertinacious 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 influence by asking them how would they feel about a certain motion and what do they thing is necessary to change.In 1998, Marks and Spencer became the first British retailer to make a pre-tax wampum of over 1 billion and this is the peak time in the comp whatsoevers history. (marksandspencer, 2007) Few years later, it plunged into a crisis which lasted for almost several(prenominal) years. The problems Marks and Spencer faced wereThe rising cost of using British suppliersLosing customer loyaltyIncreasing rival companies with cheap production to bring low down their cost, therefore to lower down the priceRefuse to adopt the commendation cardAs 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 real buyer and incapacitated potential drop younger customers. In 1984, the companys priority is to provide high whole tone clothing to on the job(p) 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 postulate 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 cardinal 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 bang as the organisation is in suspension waiting for the right prince to come and reanimate the body.ChangeThe second stage of the model is change to carry out the desired results. At this stage the actual change ha ppens which can be either to acquire 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 (step change) that issues are dealt with stage-by-stage and built to transformation over time. (Cummings Worley, 2004) Marks and Spencers change management was use step by step over time. To quotation form the Stuart go Chief Executive We continue to improve our core businessWe are frontward of our space growth targetWe are stepping up our coronation in the business In addition, the Board is announcing a step change in the investment this year. These decisions reflect our confidence in the strength and futurity prospects of the business. (finfacts, 2007)In order to successfully apply this Step change model, Marks and Spencer is constantly working on the progress. 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 Sunday and added self-check outs to tills. (wikipedia, 2007)Secondly, it changed its business focus from quality fabric for working classing to the naked 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 portion 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)RefreezeThe 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 jibe 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 suppuration 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 elephan ts dance speedily pliable Elearn (2005) explains the four key processes for success when implementing change within an organisation, they are Pressure for changeA throw and shared visionCapacity 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 identify the resources that will be demand and make sure they are provided. The last stage is action and implementing the aforethought(ip) changes. At this stage, organisations should keep checking and monitoring the process, and ensure the progress is operated well. Organisations like the hit of change but they are afraid of failure. In order to successfully launch the change within organisations, Flexible Elearn (2005) suggest organisation to learn this stages, but on the other hand, changing could be difficult harmonise to the change stages model as it is time consuming and costly. T o quote from Saka (2003), one of the main boundaries for big organizations to change is the one which separates 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 tie 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 overleap 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 careless(predicate) its size. It means to make change in a mean and systemic way. (Cummings Worley, 2004) Moreover, it helps to lower risks associated with chang e, 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 essential 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 always 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 an d more layers of management level, hence, it is harder for them to response to the changing environment. Therefore, big organisations should adapt the ability to change and change quickly.REFERENCEBeitler. M, 2006., Strategic Organisational Change A Practitioners contract for Managers and Consultants, Practitioner Pr Intl.Burnes. B, 2004., Managing Change A Strategic Approach to organisational 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, Sage Publications.Paton. R McCalman. J, 2000., Change Management An Guide to Effective Implementation,, Sage Publications Inc.Rippin. 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