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Muhammad Shoaib

Contents
Contents..................................................................................................................................... 2 Task 1......................................................................................................................................... 4 M&S Problems to address........................................................................................................... 4 Models of change.................................................................................................................... 4 Lewins planned model of change........................................................................................4 Action research model ........................................................................................................ 4 Positive Model ..................................................................................................................... 5 Planning and Implementing.....................................................................................................5 Intervention ............................................................................................................................ 6 Factors driving need for strategic change...............................................................................6 Transformational change .................................................................................................... 6 Culture change .................................................................................................................... 6 Evaluation .............................................................................................................................. 6 Task 2......................................................................................................................................... 7 Innovative management process for M&S...............................................................................7 Vision and Mission of M&S.......................................................................................................7 Barriers in innovative management:.......................................................................................7 Inadequate funding.............................................................................................................. 8 Risk avoidance..................................................................................................................... 8 Time commitments.............................................................................................................. 8 Incorrect measures.............................................................................................................. 8 Task 3......................................................................................................................................... 9 Importance and purpose of strategic HRM..............................................................................9 HR as Consultant: ................................................................................................................ 9 HR as Contributor: ............................................................................................................... 9 HR as Strategic Partner:.......................................................................................................9 Contribution of strategic HRM in achieving M&S objectives....................................................9 Bibliography............................................................................................................................. 10

Task 1 M&S Problems to address

Paul Dobson described some analysis reports in book that, Complications of the M&S is very complicated that is harder to identify but very obvious to be addressed to make it more better and to find out the relevant solutions for it. With an analysis we can see following are the major problems to be addressed. Like there are a number of rivals that are playing their roles and operation in the market generating more and more sales with very huge market share. And at the same time the fashion and marketing of M&S is very low and out dated that are big problem for the M&S. styling of the M&S is very corporate type while on the other hand a large market is there to be captured about youngsters that are casual fashioned. A large num number of unemployment and economically it has been unsterilized as well as it has made many issues in employees that are currently working with M&S like. Trust lack, anxiety, commitment that is needed to be addressed. (Paul Dobson, 2004)

Models of change
Lewins planned model of change
Thomas G defined the Lewins change model is considered as the most fundamental models of change. This change is comprised of the three major elements
1. Unfreezing

2. Movement 3. Refreezing. First factor and element is unfreezing that involves the reduction of the forces that are effecting the organization and resisting in the change required. Second factor is the movement that involves the movement that is required as per planning and to make it according to the required state. Last but not least requirement is to freeze the change to implement it and to make the operations again smoother back to generate more effective productive and efficient manners. (Thomas G. Cummings, 2008)

Action research model

William J. Rothwel defined this model as, This model basically emphasize and focus on planned change as process that is frequent in which initial research refers to the further future prospective view and research. So we can say that first research is helpful in second research after it is conducted. In this module data

collection is more emphasized as well as identification of the problems and the solving it with evaluation. In this model we focus on the organization and the on the each and every step of the process. (By William J. Rothwell, 2009) Cummings & Worley (2005) states and explains that there are eight stages in this model: This includes identification of the problem that is engaged in organization consultation with the consultants of the problem solving expert, collection of the data and all initial solution identification, regular feed back to the client to get more specific information about the organization matters and about that matter, diagnosing and solution of the problem that was identified, planning the further strategies and planning, developing the action frame work, data collection after the action carried out to get feedback about the solution. (Worley, 2005)

Positive Model
This model deals with all of the positive aspects of the organization where it is operating its operations. Aim of this module and model is to make an analysis of the various factors and forces analysis that what type of the things are being done by the other organization as compared to this organization. By this positive attitude we can get some very key points that can be focused or can be adopted as per requirement of the organization. In this type of model a regular and continuous research is conducted to get regular data for the all activities and strategies implemented.

Planning and Implementing

When the interventions is being in the phase of planning and implementation the it should be conducted simultaneously along with the members of the organization as this gives a regard and a sense of ownership to them in the organization by means of this M&S can reduce the frustration in the employees that is generated due to downsizing. Blake and Mouton defined and explained as various categories of intervention as. 1. Discrepancy intervention 2. Theory intervention 3. Procedural intervention 4. Relationship intervention 5. Experimental intervention 6. Perspective intervention 7. Dilemma intervention 8. Structural intervention 9. Cultural intervention

Intervention
A proposal for the intervention that can help and assist M&S in solving the real problems as well as can be helpful in enabling M&S to compete with organizations in the market and all new incoming rivals. All of the above mentioned points lead it towards the cultural change and a movement towards the culture change.

Factors driving need for strategic change

There are a large number of factors that really drive the organization and play a vital role in the strategic change. A few important factor of discussion are

Transformational change
Major Characteristics of transformational change includes:

Change is always brought in by the by the disruption in environmental and internal factors of the organization
o

M&S had experienced threats from these factors influencing on it is driving a change in the strategic level.

Systematic change and changing with revolution

o

Sometimes systematic change bring the organization towards the new ways of systems and structured that might create new changes. (Thomas G. Cummings, Organization development & change, 2008)

Culture change
Scheins (1990) introduced the model of cultural change and this model is used very commonly in organizations; its comprised of four different types of levels. These are 1. Fundamental assumptions 2. values
3. Norms

4. Artifacts As we can see that above mentioned layers dont cover all the aspects of the culture in the organization but this refers to a very good research tool. (Schein, 2010)

Evaluation
The intervention must be evaluated after the implementation to get the feedback and changes in the required areas of change. Evaluation should be done at two levels, during the implementation phase as well as after

the implementation phase so that organizations get maximum feedback and changes can be made as soon as possible with limited wastage of resources and time.

Task 2 Innovative management process for M&S

Innovation is all about the application of new ideas to the products, processes, or other aspects of the activities of a firm that lead to increased value. Value can be described in a broader aspect like the introduction of the more values for the organization to give more and more benefits to its stakeholders. Innovation in an organization can be more valuable in terms of two ways:
1. Product innovation: it is to introduce a new product in the market, or a change that is significant for

the users and for the organization.

2. Process innovation: introduction of the new ways of process and delivering the goods or to make the

goods or render the services in a better ways is the development in the process that can add values in it. Innovation management is the way that can help the organizations like M&S in development of their organization as well as their products. And if M&S cannot change all of the process then it can even be helpful to get significant change regarding the solutions of the problems that are faced by M&S. so M&S need to derive an analysis to choose all relevant alternatives of the problems that can be suitable for the organization, that can bring innovation in the organization.

Vision and Mission of M&S

Vision of the M&S is The standard against which all others are measured that gives an idea about the quality of the product on offer for the customers of the M&S. This clear vision can also be seen in the mission statement of M&S which is Making aspiration-al quality accessible to all and derives the Values as Quality, Value, service, innovation and trust. We can see with this mentioned vision and mission of the organization that is to bring the change with innovation that will be able to provide the quality to the stake holders in process and product as well as to bring new changes to add more values for the stakeholders.

Barriers in innovative management:

There are a number of barriers that there are in the way of the implementation of the new changes or in the adoption of the changes. (Commons, 2009)

Inadequate funding
Sometimes companies have to develop the new system to bring changes in the system. But with the changes in this system brings more requirements of the funds to change further system that may support the organizations new adopted innovation. Apart of that when an innovation processes started companies have to bear a lot of funding expenditures in getting new systems that might be very crucial for some organizations.

Risk avoidance
Many organizations are not in favour of the innovation and change as it has a risk factor that means new innovation can bring change in positive way or it might bring change in negative sense of failure. But one thing that is sure, if M&S needs to resolve the problems it must bring some new changes with accepting the risk. At this point many of the personals and school of thoughts bring questions on the forum like (Weve never done this before; This failed when we tried it before). Many times it is seen that whenever risk is identified innovation is stopped without looking at the benefits analysis.

Time commitments
For the organization like M&S that are working all around the globe, money and resources might not be a problem but real factor is time commitments. Now a days organization are getting production on the time basis and this timing is trying to increase to meet the demand. While innovation of the modern age is focussing on the development of the employees and to give more values to the workers that are anti to each other.

Incorrect measures
For the many organizations like M&S and many others, measures of success and indicators of the success are revenue, profits and relative captured market share. All of them are the quantitative measures that are easier to calculate. But on the other hand there are many other factors like reputation, knowledge, attractiveness to talent, leadership and other assets that are tha major sources for the organizations that play vital role in the management of the organization and increasing values and worth for it. Companies like M&S are engaged in calculation the innovation with the investment factor and always seek for the return of the investment.

Task 3 Importance and purpose of strategic HRM

HR as Consultant:
Human resource management plays a role as the consultant for the organization as they are very much compatible of finding the human resource solutions for the organization. And everyone in the organization may not be having all expertise to solve the problems so some time we have to rely on the consultant hiring. And we can say that Human resource manager can be a valuable asset for the organization in this regard.

HR as Contributor:
Human resource is always been very important for the organization as plays a vital role in achievement of the objectives of the organization in shape of achieving the targets by providing a trained and supervised staff and human resource. They are the right ways to define the work forces that how it should be managed. So they contribute in organization downsizing, up sizing as well as the most important part is right sizing.

HR as Strategic Partner:
M&S should consider the HRM as the strategic partner that is engaged in taking the strategic decisions. They are included from the start of the planning, and their main focus is to bring results in the implementation phase. To get this type HR managers must be well aware of mission and vision of the organization that how it is working, and to get more and more involved in the business and activities of the business, organizational HR issues that impact most on the organization like M&S, such as recruitment and workforce and succession planning.

Contribution of strategic HRM in achieving M&S objectives

Strategic human resource management is been always engaged in driving the most effective and strong assistance for the organization in its effectiveness in operations, and it has showed many ways in which it has been achieved. This contribution of the Strategic HRM focus on the good quality of the human resource management that can be focused more in staffing, training and leading them towards the effectiveness of the organization in achieving their objectives, their roles defining in achievement of the objectives as well as in to get feedback on each and every level of the organizational decisions as they are the most suitable persons that knows each and every operation of the business.

Bibliography
M. By William J. Rothwell (2009). In J., Practicing Organization Development: A Guide for Leading Change (pp. 49-50). G. B. Commons (2009). In, Learning and innovation in government: forty-third report of session 2008-09 . (pp. 12-14). K. S. Paul Dobson (2004). In, Strategic management: issues and cases (p. 136). E. H. Schein (2010). In, Organizational Culture and Leadership (p. 172). C. G. Thomas G. Cummings (2008). In, Organization development & change (pp. 24-25). C. G. Thomas G. Cummings (2008). In, Organization development & change (p. 505). C. &. Worley (2005). In, ORGANISATION DEVELOPMENT: Principles, Process and Performance (pp. 491-492).