Marketing management report on: Wilder’s Departmental Store Change strategies and management
Q?? Write a report on Wilder’s Departmental Store Change strategies and management??
Executive Summary
The report has been designed in order to highlight the various change strategies that could be reasonably considered by the organization i.e. Wilder’s Departmental Store. The report also discusses the various challenges which might be faced by the managers of the departmental store so as to initiate change & provide different strategies which might help them in order to have an effective process to manage the change.
Change management refers to a process which would help the organizations as well as the individuals in order to enhance as well as increase its productivity level. It refers to a well defined structure which would help the enterprises in order to accept the changes in the current competitive environment. It refers to a process which would help in order to improve the working condition. The various recommendations would help the store in order to have a control over the entire change management process.
Introduction
Change management refers to a well defined structure which would shift the individuals, organizations, teams, etc which would help in order to attain the a desired state. Change management refers to a process which would help the organizations as well as the individuals in order to enhance as well as increase its productivity level. It refers to a well defined structure which would help the enterprises in order to accept the changes in the current competitive environment. It refers to a process which would help in order to improve the working condition.
In order to practice change management, following five points should be taken into consideration by the Wilder’s Departmental Store. These five points could be discussed as under. They are:
Þ Different people react differently to change
Þ Everyone has fundamental needs that have to be met
Þ Change often involves a loss, and people go through the “loss curve”
Þ Expectations need to be managed realistically
Þ Fears have to be dealt with
The above mentioned five principles would help the departmental store in order increase its speed to manufacture the bicycles & meet the needs of the customer.
Body
The two change management tools should be kept in mind by the Wilder’s Departmental Store. These change management tools would also help in order to change the overall manufacturing process which would help in order to enhance the productivity so as to match up with the market demand for bicycles (Pryor, Taneja, Anderson & Singleton, 2008).
The change management process refers to a structure or a variety of steps which should be adopted by the Departmental Store in order to have an easy accessibility of bicycles as per the market demand. The change management majorly consists of three steps such as
Step1 – Preparing for change (Preparation, assessment and strategy development)
Step2 – Managing change (Detailed planning and change management implementation)
Step3 – Reinforcing change (Data gathering, corrective action and recognition)
(Source: Pryor, Taneja, Anderson & Singleton, 2008)
The two change management models which should be kept in mind are as under:
Þ Bolman & Deal’s 4 frame Model
Þ Kotter’s 8 Steps Model
3.1 Bolman & Deal’s 4 frame Model:
The Bolman & Deal’s 4 frame Model for change management would help the Wilder’s Departmental Store in order to learn as well as implement the four major frames in the organizational structure (Pryor, Taneja, Anderson & Singleton, 2008). The four major structures which would be covered under this framework would help the enterprise in order to implement one of the methodological approaches which would help them in order to adopt leadership & development approaches.
The four major frames covered under the Bolman & Deal’s 4 frame Model are as follows:
Þ Structural Frame
Þ The Human Resource Frame
Þ The Political Frame
Þ The Symbolic Frame
The Structural Frame:
The first framework under the Bolman & Deal’s 4 frame model refers to the structural frame. This framework highlights the various structural aspects of the wilder’s Departmental Store. The structural framework would help in order to achieve all the possible goals & objectives of the organization (Pryor, Taneja, Anderson & Singleton, 2008). With the help of the structural framework, division of labor, coordination amongst the employees, enhanced efficiency & effectiveness would help the departmental store to achieve all its targets. The major criteria to be considered into the structural framework would be to achieve the goals & the overall objectives of the organization. 
The Human Resource Frame
The second framework covered under the Bolman & Deal’s 4 frame model refers to the human resource frame. Under the human resource frame, the following aspect would be kept in mind such as behavior, energy, attitude, skills, etc. This resource frame would help the departmental store in order to take away all the credit which would help in order to increase the attitudes, experiences, awards, etc. This would help in order to encourage the talent of the people as well as energize their behavior as well as attitudes. The human resource framework would help in order to assume the following things such as serve the organization serve the needs of the permanent or potential customers as well as gather the various opportunities (Pryor, Taneja, Anderson & Singleton, 2008).
The Political Frame
The third type of framework under the Bolman & Deal’s 4 frame model would be the political frame. It would help in order to accept as well as adopt power & conflict in the organization. This framework would help the departmental store in order to take into consideration the following aspects such as beliefs, information (Woodruff, 2011), values, interests & perceptions of reality. The most crucial decision would be involved in order to allocate resources, conflict amongst the central role of the enterprise, negotiate as well as searching for the position amongst the various stakeholders (Pryor, Taneja, Anderson & Singleton, 2008).
Based upon the framework of Bolan & Deal, the political frame would focus majorly upon the strategy as well as the various tactics which should be taken into consideration. Another aspect which has been taken into consideration refers to the role of power.
The Symbolic Frame
The last type of framework which is under the Bolman & Deal’s 4 frame model refers to the symbolic frame. The symbolic frame would take into consideration the various symbols which would help in order to act more powerful. This framework would help in order to resolve all the conflicts as well as practice problem solving, face uncertainty, and provide direction (Woodruff, 2011).
3.2 Kotter’s 8 Step Model:
The second change management model which must be used by the Wilder’s Departmental Store would be Kotter’s 8 Step model. This model consists of 8 steps which would help the departmental store in order to learn from their faults as well as continue to succeed at the time of success. The eight steps have been vriefly described as under. They are as follows:
Step One: Create Urgency
The first step under the Kotter’s 7Step Model refers to create urgency. This step would help the departmental store in order to create a situation & them immediately does what it wants to be done. The urgency should be developed which would help in order to change the entire process.
For Wilder’s departmental store the following should be kept in mind while implementing the same. They are as follows:
Þ Look into the threats which might come in the process of success for the departmental store. This would help in order to develop a scenario which might help the store in the years to come.
Þ Examine the opportunities which might come in the near future.
Þ To have positive discussions, with dynamic as well as convincing reasons.
Þ To demand support from the customers, shareholders, stakeholders as well as the people belonging to the industry this would help the store in order to strengthen their position.
Step Two: Form a Powerful Coalition
The second step under the Kotter’s 8 step model of change management would be to form a powerful coalition. This would help them in order convince people working in the departmental store as well as practice strong leadership skills (Jthumma, 2010). This would help in order to have an effective change leadership in the entire departmental store. Change management would influence the people in the organization to enhance the productivity, effectiveness as well as the efficiency of the same.
With the help of coalition in the organization, a spirit of team work could be established. This would help in order to identify the true leaders of the organization, have emotional commitment amongst all the employees working in the store, and have a healthy environment which would display change coalition.
Step Three: Create a Vision for Change
The third step in the Kotter’s 8 step model would refer to create a vision which would help the organization in order to change. The possible reasons as to why the organization is demanding change (Jthumma, 2010). When an organization thinks about change, there are various reasons or an idea which is there in the minds of the governing authority of the departmental store. A clear vision should be created which would help the people in the organization to accept the change as soon as possible.
The Wilder’s departmental store would be able to
Þ Determine the values that are central to the change.
Þ Develop a short summary (one or two sentences) that captures what you “see” as the future of your organization.
Þ Create a strategy to execute that vision.
Þ Ensure that your change coalition can describe the vision in five minutes or less.
Þ Practice your “vision speech” often.
Step Four: Communicate the Vision
The fourth step in the Kotter’s 8 Step model would be to communicate the vision i.e. why various changes should be implemented in the organization. Formal communication should be practiced which would help them in order to determine success of the store (Hanson, 2006). Once the change has been practiced & implemented, the communication of the same should be done on a day to day basis as it would strengthen the employees (Jthumma, 2010). The change in the vision should be talked about with the employees of the store any now & then. This would help the employees in order to take any important decision as well as solve the problems.
The Wilder’s departmental store would be able to:
Þ Talk often about your change vision.
Þ Openly and honestly address peoples’ concerns and anxieties.
Þ Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
Þ Lead by example.
Step Five: Remove Obstacles
The fifth step in the Kotter’s 8 step model refers to remove all the obstacles which might come while implementing this model for change management (Hanson, 2006). This would help in order to remove all the obstacles which might come in the way of implementing the change model.
The Wilder’s departmental store would be able to:
Þ Identify, or hire, change leaders whose main roles are to deliver the change.
Þ Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they’re in line with your vision.
Þ Recognize and reward people for making change happen.
Þ Identify people who are resisting the change, and help them see what’s needed.
Þ Take action to quickly remove barriers (human or otherwise).
Step Six: Create Short-term Wins
The sixth step amongst the Kotter’s 8 Step change management would help in order to create short term wins. This would help in order to have motivation as well as add to the success factor. By the implementation of the change process, the company would be able to feel the success every day, every month, every hour, etc (Coaching, 2010). Short term targets should be created by the departmental store which would help in order to get implemented as well as achieve he levels of success in the years to come (Hanson, 2006). This would also help to motivate the overall staff as well as have overall success of the departmental store.
The Wilder’s departmental store would be able to:
Þ Look for sure-fire projects that you can implement without help from any strong critics of the change.
Þ Don’t choose early targets that are expensive. You want to be able to justify the investment in each project (Coaching, 2010).
Þ Thoroughly analyze the potential pros and cons of your targets. If you don’t succeed with an early goal, it can hurt your entire change initiative.
Þ Reward the people who help you meet the targets.
Step Seven: Build on the Change
The Wilder’s departmental store would be able to:
Þ After every win, analyze what went right and what needs improving.
Þ Set goals to continue building on the momentum you’ve achieved.
Þ Learn about kaizen, the idea of continuous improvement.
Þ Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Step Eight: Anchor the Changes in Corporate Culture
The Wilder’s departmental store would be able to:
Þ Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear (Coaching, 2010).
Þ Include the change ideals and values when hiring and training new staff.
Þ Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions (Bolman & Deal, 2007).
Þ Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
- Action Plan for Wilder’s Departmental Store:
| Change Management Plan for: Staff members involved | ||
| Objectives : Change Management in the Departmental Store | ||
| Specific Actions to be sequenced | Responsibility | Resources |
| Step 1: Create Urgency | ||
| Step 2: Form a Powerful Coalition | ||
| Step 3: Create a Vision for Change | ||
| Step 4: Communicate the Vision | ||
| Step 5: Remove Obstacles | ||
| Step 6: Create Short-term Wins | ||
| Step 7: Build on the Change | ||
| Step 8: Anchor the Changes in Corporate Culture | ||
Signatures:…………………………………… Date. / /
Signature………………………………………
Signature……………………………………..
Head of Department…………………… Date. / /
- Challenges faced in Change Management
The various challenges which might be faced while implementing change management process at the store would be as under:
Þ Choice of team members
Þ Formal meetings in order to communicate the vision (Bolman & Deal, 2007)
Þ Problem solving system during the complex environment
Þ Meetings in order to solve the change management queries
- Recommendations
The following recommendation should be given to the managers at Wilder’s Departmental Store so as to face the various challenges mentioned above:
Þ Communicate the various for change
Þ Formulate various concrete plans
Þ Managing resistance
Þ Receptive and open
Þ To have an in depth knowledge regarding how the change in the policies would affect the employees (Bolman & Deal, 2007)
Þ Assess change readiness
Þ Present a united front
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