Tma 2 Organizational Changes in Marks and Spencer
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TMA 2 Organizational Changes in Marks and Spencer
Question 1
Describe a change that has occurred in your organization. Draw a force-field analysis to describe the change scenario.
Brief introduction to Marks and Spenser
In this account I am going to use one of the well-known British retailer Marks and Spencer plc (M&S) to analyze the significant organizational changes which experienced after a very disappointing figures in the late 1990’s. I’ve chosen this organization because I’m a regular customer and I’m aware of the fact that they went over radical restructuring in the past. The company made its reputation in the 20th century with the policy of only selling British products made goods. M&S was founded in 1884 by Michael Marks who became in partnership with Thomas Spencer in 1894.
The business ran into trouble and step decline began at the end of the 1990s with falling share prices and profit. The company share prices fell by more than two third and profit dropped from a billion pound to only 145 million by 1997/1998.
In 2001 Luc Vandevedel was appointed as new chairman and CEO who began to restructure the organization.
Force field analysis (Lewin 1951)
In the fowling account I will demonstrate some of the driving and resisting forces that were for or against the decisions for organizational changes at M&S.
Driving Forces Resisting Forces
Restructuring. A flatter organizational structure was introduced instead of the hierarchical structure. Employees were empowered more and the organizations became less centralized -The management before Vandevelde was not able to recognize the needs for changes.
Employee with new skills: New chairman and chief executive as well as new board members were appointed. Possibly only a new team could take the radical measures needed to turn the Company around. -The organization structure was not suitable for changes. It was mechanistic, bureaucratic with tall hierarchic structure,...
Question 1
Describe a change that has occurred in your organization. Draw a force-field analysis to describe the change scenario.
Brief introduction to Marks and Spenser
In this account I am going to use one of the well-known British retailer Marks and Spencer plc (M&S) to analyze the significant organizational changes which experienced after a very disappointing figures in the late 1990’s. I’ve chosen this organization because I’m a regular customer and I’m aware of the fact that they went over radical restructuring in the past. The company made its reputation in the 20th century with the policy of only selling British products made goods. M&S was founded in 1884 by Michael Marks who became in partnership with Thomas Spencer in 1894.
The business ran into trouble and step decline began at the end of the 1990s with falling share prices and profit. The company share prices fell by more than two third and profit dropped from a billion pound to only 145 million by 1997/1998.
In 2001 Luc Vandevedel was appointed as new chairman and CEO who began to restructure the organization.
Force field analysis (Lewin 1951)
In the fowling account I will demonstrate some of the driving and resisting forces that were for or against the decisions for organizational changes at M&S.
Driving Forces Resisting Forces
Restructuring. A flatter organizational structure was introduced instead of the hierarchical structure. Employees were empowered more and the organizations became less centralized -The management before Vandevelde was not able to recognize the needs for changes.
Employee with new skills: New chairman and chief executive as well as new board members were appointed. Possibly only a new team could take the radical measures needed to turn the Company around. -The organization structure was not suitable for changes. It was mechanistic, bureaucratic with tall hierarchic structure,...