Tesco - Reflective Journal - Managing Change Essay

Tesco - Reflective Journal - Managing pitch - Essay ExampleChanges were felt immediately as Tescos shares fell on the stock market place immediately following the announcement of Leahys retirement. In addition, Tescos announce that Leahys office would be filled by Phillip Clarke, the then theme of Tescos international operations and was especially connected to Tesco in Europe and Asia (English, 2010). It was immediately speculated that Tesco would focus on its overseas operations with Leahys exit (English, 2010).In reality, Clarke, with momentous international experience took over Tescos domestic operations once he took office. Upon his assumption of responsibilities, Richard Brasher who was head of domestic operations and took much of the blame for a drop in exchanges at Tescos domestic locations, denote that he would be leaving. In addition, Tescos public relations department announced that a shake-up would follow to restore Tescos profit margins (Brown & Jefferies, 2012).Ch anges commenced once Clarke took office and Clarke announced a 2 billion pound plan to restore the profits, that Tesco had a long and comfortable history of generating. Clarke announced that the company would hire 8,000 new employees and would work toward improving quality and reducing prices so that they were consistent with the income of the amount household. Clarke also announced that Tesco would open more stores, make them larger and focus on the acquisition and sale of fresh foods (Cunliffe, 2013). In changing the organisational culture, a number of experts in managing different departments and operations such(prenominal) as multichannel managers, former managers from Sainsburys and Marks and Spencer and an executive from Facebook were hired. In addition, 50 current managers from Tescos home office and offices were let go (Butler, 2013). In other words, since 2010, Tesco has undergone significant changes in anxiety for the purpose of turning the communication channel around . The changes that Tesco have experienced and is currently experienced will be analysed by reference to change management theory as reported in the literature. Schneider, B. Brief, A.P. and Guzzo, R.A. Spring 1996. Creating a Climate and Culture for Sustainable organisational Change. Organizational Dynamics, 7-19. Schneider, Brief and Guzzo (1996) discuss total organizational change (TOC), what it means and how it should be implemented for best results. More importantly, Schneider, et al.(1996) compare TOC with the silver bullet approach. The latter appears to be the approach taken by Tesco. The word also provides valuable insights on why change in an organization is important and how and why organizational change can become complicated exercises and can be poorly implementing, setting the organization back. In general, Schneider, et al. (1996) caution that organizations typically fail to implement organizational change successfully because they are ill-prepared for resistance fr om workers to organizational change. In addition, when there is a failure to properly contemplate the consequences of changes made, managers find themselves making more changes which that complicates the change process (Schneider, et al., 1996). It would appear that in Tescos case, changes in the organization have occurred at the crystalize in that two high ranking mangers resigned from the organization within a twelvemonth and a year later 50 managers were