Managing And Leading Justification For Focus-Myassignmenthelp.Com

Question: Discuss About The Managing And Leading Justification For Focus? Answer: Introducation The retail industry of Singapore has continued to weigh down due to the rising local and global business cost and the alarming crunch in labors in the past few years. The industry has shown the tendency of consolidating, therefore the demand of the retail space and rents went down. Therefore, for documenting the change management, the retail industry of Singapore has been chosen. As stated by Davies (2015) the retailers in Singapore have faced difficulties for the developing competition for the other regional and e-commerce sector. The increasing cost of the business has indicated towards the poor economics condition and the labor crunch. There have also been the technical disruptions which has gained attention in the past few years as the ones without the technical facilities have faced serious issues with their market share and led to lose more shares. Considering the economic ambiguity within the country, the retailers were also seen to take a watchful stance towards expanding the business. Therefore the existing organizations have also focused on the consolidation strategies and focused on utilizing more resources in their primary outlets. According to Fernie Sparks (2014), with the fast penetration of the global technology in the country, the retail sector should also increase their reliance in the mobile and technological convenience. The retailers have also seen to struggle to reach the expectations of the customers. The consumers have outreached to the global brands, specifically the one which offer advanced technological buying and payment options (Lukic, 2013). Therefore, the retail industry of Singapore immediately requires following some change management strategies in order to improve the exiting situation. This study will consider the NTUC FairPrice for documentation. Significant trends and drivers required for change that impacts the organizational operation There are few major drivers and trends that the retail industry should adapt for changing their organizational operations. Of late the retail industry in Singapore has shown several changes in a slower pace; however the technological advancements should be taken more seriously so that it can attract more customers within the globalization era. Varley (2014) also states that the ecommerce market in the country is expected to rise to US $5.4 billion. Therefore, it should also be noted that during this period the expectations of the consumers will also tend to vary and change in a drastic way in next few years. The following changes will be required for immediate change within the retail industry which may impact the organizational operations in NTUC FairPrice. Embracing the E-commerce The penetration of e-commerce within the Singapore retail industry has started few years back. This change has impacted the entire business sector to a great extent. Therefore the local businesses such as NTUC FairPrice, will have to emphasize more on having an omni-channeled approach which will incorporate the e-commerce technology. There are several organizations within the retail industry that have started coming up with the e-commerce sites. The tendency of shopping from the e-shops is also increasing, therefore in order to meet such requirements of the customers; the e-shops should also be created in a way that can fill up the gaps in the customer requirements across all possible channels (Hughe Wearing, 2016). The global companies coming in Singapore have already started offering an omni channeled business model, therefore in order to fight with such competitions, it is very accounting required to start adapting the e-commerce in the retail business. Online business and cloud technology The market for paying through mobiles in Singapore has already shown a steady growth. As stated by Schtz, Lehnert Nssel (2014) in the past few years this market has been one of the few leading markets that have done more contactless payments. Therefore NTUC FairPrice will immediately opt for creating the place for doing online business. The usage of the mobile wallet payment has also increased the potential for loyalty programs in the country. Therefore if the organization will start an online business as a change management initiative, they can offer more favorable experiences to the customers. Identification of three areas of change required in the workplace Employee training The training and development of the employees are very much necessary within the changed environment in the business. If NTUC FairPrice is going to set up an online business by reinforcing the e-commerce system, training will be very much required for increasing the success rate of the change management procedure. Worle Mohrman (2014) has indicated that most of the chain management failures have been observed due to the negative attitude of the employees which led to idle management behavior. Therefore, all the employees within the organization should come on board with the change. The organization should also provide training for e-learning within the change management procedure. The training will increase maintaining the visibility of the working procedures of the company to the employees. If the employees know about the beliefs, perceptions and value of the organization, it will be easier for them to cope with the changed situation. Formulating of In-house IT team within organization Creating an online website and increasing the payment options for the customers will require a technological team in the organization. It is also possible that the company may hire a third party organization to develop the online site; however that may cost a lot in the long run (Hayes 2014). Therefore, NTUC FairPrice should develop an in-house IT team that will develop the software and take care of the entire technical procedure. This may cost more initially, but an in0house It team will be quite beneficial for the organization later. Establishing capable HR management team A changed environment always requires teams who can work together and aware of the organizational mission and vision. Therefore, the human resource team NTUC FairPrice should be more cautious in hiring (Cameron and Green 2015). The organization can also establish a human resource management team which is capable of ensuring that the employees are aligned with the change management procedure. Response of the leaders on the change management The change management is adopted by the organization in order to understand the environment of the organization in terms of society, government and customers (Goetsch and Davis 2014). As mentioned earlier, the significance of the change management can also be witnessed through ease in evaluation of objectives, strategy formulation and implementation, identification of the technological issues, competencies of the employees to resist the change and lastly recognition of the ability to become globalized. In order to incorporate change in the workplace, management of the organization is firstly liable to adopt the change and the managers have to represent their leadership skills during this period (Hayes 2014). Thus, it can be sad that there is a relationship between management with change-management. Cameron and Green (2015) illustrated that the change management should be considered with the subject of cross-cutting theme and some traditional management areas like finance, production and recent strategic management concepts. Hornstein (2015) highlighted that change management is required and the better the change management is applied the effective will be the project success. The correlation between the change management effectiveness and accomplishment of project objectives shows an exponential graph. The transition of poor to fair, change management process increases the likelihood of meeting objectives by three fold (Laudon and Laudon 2016). Thus, change management process significantly increases the success rate of the effort. Moreover, the major responsibility of the management is to align all the business operation so that the productivity and profitability of the organization gets unaffected. In this section models and theories for change management is discussed that is suitable for the retail organization. Change management models and concepts Lewins Change Management Model Lewins Change Management Model comprises of three steps- unfreeze, change and then refreeze that represents initiation, management, and stabilization of the changes process respectively (Shirey 2013). Unfreeze: The first step of this model represent the preparation for the change. Worley and Mohrman (2014) furthermore stated that in this step the management identifies what changes should be incorporated for the betterment of the organization and the employees should assess what change they have to face if the existing business approach gets changed. Cummings and Worley (2014) portrays that during this phase, the management of NTUC FairPrice ask their employees to unlearn their existing attitudes and behavior along with their habits, old ideas and perceptions. The importance and expected outcome of the change is also introduced in this stage. Change: Burnes and Cooke (2013). stated that this is the crucial period of the model as in this stage, real transition or change takes place. The time taken to accomplish this stage is more as people learn new strategies; new working approaches so that their competencies can be aligned with the incorporated change. Booth (2015) portrays that not only the employees ability is witnessed in this stage but the potential of the leader and ability to reassurance is also important. As planned, if NTUC implements online services, the employees should develop their skills to use the newly incorporated technology. These employees are also liable to know all details of the new technology so that they can assist others. In this case, managers are also expected to hire professional so that their employees can get proper training and take necessary business strategy that can results in more profitability like formulation on in-house IT team. Refreeze: Once the incorporated change has been adapted by the stakeholders of the organization, the organization desires to sustain the incorporated change and this phase is known as refreeze phase (Burnes and Cooke 2013). The employees again get their normal pace and routine for accomplishing their work. In accordance with the selected organization and change, the employees should work with the new technology and handle the operations according to their job roles and responsibility. McKinsey 7 S Model The McKinsey 7 S Model is used for improving the performance of the organization, proper examination of the required changes within a company, alignment of all responsibility of the departments so that the new system can be successfully implemented and operated (Singh 2013). Alshaher (2013) furthermore stated that this model also describes the appropriate ways through which the best proposed strategy can be implemented. All the elements can be furthermore categorized into two parts- Soft S and Hard S According to their nature. (Abraham 2013) explains that "Hard" elements are easier to manipulate and management can direct approach to them and influence then but in case of soft elements are less tangible and more influenced by culture. Strategy The main aim of this step is to establish effective competitive advantage. NTUC FairPrice can adopt cost leadership business strategy as they are the only supermarket chain in Singapore and offer every product that is required in daily life. Bloch, Blumberg and Laartz (2012) on the other hand suggested that thing that an organization should consider is to avoid any misleading activities and they should also develop their current business moves. This is the reason that the concerned organization opted for developing online shopping so that whether NTUC outlets are not present, people can also experience their services through online services. In addition to that the strategy of virtual shopping is also an effective change management as people can shop on the way to their office. Moreover, a focus on availability, service and immense technological knowledge emerged as a strategic priority for the new management. Structure The structure of the organization resembles to the hierarchy that represents who reports to whom. Many organization follow centralized structure where the managers are the decision makers and it is required during the change management as the subordinates intends to follow the instruction rather than making decision on their own (Singh 2013). NTUC FairPrice should also adopt the centralized structure and the boards of directors are liable to develop strategy that is best suited for the organizations advancement. Systems This phase highlights the day-to-day activities that are to be performed in order to make the change management system a success (Baldwin et al. 2012). In case of NTUC FairPrice, a wide range of systems on a daily basis have to be sustained in order to serve thousands of customers every day. The technology of online and website design along with virtual shopping needs proper understanding and skills in employees. Parker et al. (2013) highlight that reformation of steering wheel performance appraisal system is incorporated for the employees who will outperform during this transition period. Shared Values The major aim and objective that an organization adopts to maintain their profitability is known as shared values (Baldwin et al. 2012). NTUC FairPrice in this case, desires to offer all the required things that the consumers demands. The change of the offline services to online presence is thought so that the customer base can be enhanced. However, incorporation of the online services also comes with other technological changes like effective supply chain management and online payment. This strategy also helps the organization to adopt the change of virtual store. Style Laudon and Laudon (2016) stated that the manner in which the changes and leadership is adopted in the organization is referred to as style. All the leaders of the concerned organization should follow contingency leadership styles. Cameron and Green (2015) depicted that during the change management process autocratic leadership style is best as to provides the followers with accurate solutions and a direction can be provided following which better profitability can be attained. However, Hayes (2014) argued that autocratic leadership styles does not make a person learn all the skills of they might have some problem in adapting in new technology. In tat case, the employee started fear their leaders and resistance to change cannot be obtained. Thus, the leaders should follow contingency leadership and the leaders should change their styles as per as the situation. Staff The stakeholders, who work to accomplish the organizational goals and objectives, are known as staff (Goetsch and Davis 2014). In case of the change management of NTUC FairPrice, especially the lower end employees, IT management team and customer care executives are the targeted staffs. Skills The competency that staffs posses to accomplish the desired roles and responsibilities in order to survive the change management is known as skills (Shirey 2013). The problem that might be faced by the employees is the proper utilization of the new technology and assist any customers regarding using the new technology. However this problem can be overcome by proper training and involving the employees in the practical usage of these technologies. Key elements for leading the change management It is important to resist the change management so that better outcome can be attained. The leaders and staffs should possess necessary skill so that the transition period can be overcome effectively. In this section, the required skills are addresses through which the change procedure can be handled. Understanding the importance of resistance ridges and Bridges (2017) stated that a leader should suggest their employees required ways through which they can resist the change. In addition to that, these leaders are also liable to make these staffs understand why the change has occurred. Goetsch and Davis (2014) thus depict that people are uncomfortable with change. In this case, the employees of NTUC FairPrice should provide with practical training so that they can feel the advantage of the new incorporated technology. Development of two-way communication is required in this case so that employees can directly communicate with their higher authorities. Cummings and Worley (2014) portrays that adopting change and utilize it completely need some time but the organization have to perform their objectives. Thus, two-way communication can helps in making the relationship transparent. In addition to that, digital communication tools can be uses so that the employees can contact their managers and other employees whenever they feel problem. Include staffs during the planning of change management Baldwin et al. (2012) suggests one of the best ways to make the staffs knowledgeable regarding the change is to include them in the meeting when organizations leading managers decided to incorporate some change. This session can be followed with a feedback, where staffs can give suggestion and think the scenario from their perception. In this approach not only the relationship asking the high authority and employee become transparent but the managers can also assess the situation with everyones perception. Inclusion in the meeting allows the employee to send the feeling of equality and they desire to train in the organization by resisting the change in the organization. Provision of support Bridges and Bridges (2017) stated that employees should be the most valuable stakeholder of the organization; however, these group are often neglected. Managers of the organization should assess individuals capability and provide them training according to them. In this approach not only the employees get extra support but some talent can also be identified, who can be provide with more challenging job roles and responsibilities. Taken for instance,; since the major focus of change in incorporation of the technological changes in the workplace, hiring third party contactors need much financial resources. However, this adversity can be overcome if the organization formulate in-house IT team and outperformance of some employees during the change process can help the organization to retain talent for a new position. Goetsch and Davis (2014) furthermore depicted that the leaders are also liable to formulate effective Human Resources team so that they can find effective candidates, who ha ve the required capabilities to handle the new technology with their knowledge. Continuous feedback and development of leadership style Goetsch and Davis (2014) stated that the best way to assess a business decisions is to take feedback from the employees as they can provide accurate outcome of the implemented strategies. These employees are also allowed to give suggestions that what according to them can be the alternative. In this way, the leaders can adopt participative leadership styles as both the employees and leaders collaboratively work to obtain the organizational goals. Reference List Abraham, S., 2013. Will business model innovation replace strategic analysis?. Strategy Leadership, 41(2), pp.31-38. Alshaher, A.A.F., 2013. The McKinsey 7S model framework for e-learning system readiness assessment. International Journal of Advances in Engineering Technology, 6(5), p.1948. Baldwin, T., Bommer, B. and Rubin, R., 2012. Managing organizational behavior: What great managers know and do. McGraw-Hill Higher Education. Bloch, M., Blumberg, S. and Laartz, J., 2012. Delivering large-scale IT projects on time, on budget, and on value. Harvard Business Review. Booth, S.A., 2015. Crisis management strategy: Competition and change in modern enterprises. Routledge. Bridges, W. and Bridges, S., 2017. Managing transitions: marketing the most of change. Da Capo Press. Burnes, B. and Cooke, B., 2013. Kurt Lewin's Field Theory: A Review and Re?evaluation. International journal of management reviews, 15(4), pp.408-425. Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Business learning. Davies, J. (2015). Exploring issues in change management: Developing a systems perspective on the management of learning and teaching initiatives.International Journal of Higher Education Management,2(1). Fernie, J., Sparks, L. (2014).Logistics and retail management: emerging issues and new challenges in the retail supply chain. Kogan page publishers. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298. Hughes, M., Wearing, M. (2016).Organisations and management in social work: everyday action for change. Sage. Laudon, K.C. and Laudon, J.P., 2016. Management information system. Pearson Education India. Lukic, R. (2013). Sustainable cost management in retail.Revista De Management Comparat International,14(2), 268. Parker, D., Verlinden, A., Nussey, R., Ford, M. and Pathak, R.D., 2013. Critical evaluation of project-based performance management: change intervention integration. International Journal of Productivity and Performance Management, 62(4), pp.407-419. Schtz, V., Lehnert, S., Nssel, M. (2014). 2.2 Quality management and quality assurance in supply chains to food retail.Quality and Risk Management in Agri-Food Chains,1, 29. Shirey, M.R., 2013. Lewins theory of planned change as a strategic resource. Journal of Nursing Administration, 43(2), pp.69-72. Singh, A., 2013. A study of role of McKinsey's 7S framework in achieving organizational excellence. Organization Development Journal, 31(3), p.39. Tian, X., Schwartz, S. (2015). The Use of Analytical Platform to Identify Valuable Interventions in Retail Pharmacies. Varley, R. (2014).Retail product management: buying and merchandising. Routledge. Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?. Organizational Dynamics, 43(3), pp.214-224.