The paper "Managing Organizational Change ‘ Retail Rescue Plan for David Jones" is a great example of a Management assignment. This report was based on the article ‘ Retail rescue plan for David Jones’ . The report focused on managing organizational change. This report aims at determining the change theories and models. Specifically, the report focused on the need for organizational change, the nature of change, change strategies, challenges faced by leaders when initiating change, and strategies on how leaders can effectively manage the change process. The report findings were that; Organizational leaders should make people feel dissatisfied with the current state of affairs and thus, demand for new behaviors.
Change is largely influenced by two main factors i. e. factors within the firm and those outside the firm. John Kotter’ s eight-step change model is a crucial strategy that organizational leaders can adopt to manage change in their organizations. Leaders usually face challenges while initiating organizational change as people fear to lose their current job, current benefits, and obsolescence of skills among others. Leaders can affect change through high involvement of employees, reducing anxiety, retraining employees among others. The recommendations made were that the organization should aim at creating value for money, adopt a systematic approach to change management, and prepare the employees well to embrace the new change. The conclusions that were made were that change is a crucial aspect as far as organizational development is concerned. 2.0 INTRODUCTION Change refers to a modification of the organizations’ status quo.
Dawson (2003) in his studies argued that there are three main forms of organizational change i. e. developmental change, spontaneous change, and planned change. Developmental change is inborn as a business expands and tasks turn out to be more complicated.
Spontaneous change occurs randomly and hence cannot be easily determined. Planned change arises constantly within a firm. It occurs when an expected objective is to be accomplished (Dawson, 2003, P. 16). David Jones (DJ), a renowned store chain in Australia have been experiencing tremendous sales growth in the past. Between 2000 and 2009, the share prices rose to A$4.50 due to its high-profile brands. The CEO during this time was McInnes who had steered the company to greater economic heights. In 2010, McInnes leave the organization as a result of sexual harassment allegations, and Paul Zahra was hastily endorsed to take charge of the organization.
Before McInnes's resignation, the company’ s sales had started following the economic meltdowns. For the first time, the annual sales declined by 6.4 %. Other domestic and external factors that caused the company’ s sales to decline include innovation and competitiveness in the industry, high advertisement budgets by competitors, and entry of new firms in the market among others. In an effort to remain competitive and ensure that DJ restores its past sales margin as well as profitability, Paul Zahra has modified the organization’ s activities as well as the processes.
The following report focuses on the factors, that have caused, Zahra to initiate change, the nature of change, proposed change strategies that the DJ could consider, the challenges that managers face when initiating change in their organizations, and strategies that can assist in managing the change process.
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