Drivers of Change at Coles Supermarket - Assignment Example

Case study: COLES SUPERMARKET Students name: University affiliation: Question 1 Drivers of change at Coles It is evident that Coles supermarket has experienced a significant number of changes. The fundamental reason for the changes in the supermarket is to improve the performance of the supermarket. With a new management in place, the supermarket has undergone a series of transformation with an aim of increasing the productivity and output in an increasing competitive retail sector. However, various drivers have played a crucial role in influencing changes in the supermarket. These drivers are both internally based as well as external forces. Internal factors were based on the challenges that affected the operations of the supermarket. They are ingrained in the business model and the internal management model. On the other hand, external drivers are ingrained in the changes in the retail sector. They are factors that influence the key decisions made in the supermarket. Changes in customer needs and competition within the retail sector are part of this external driver. A critical analysis of these factors of these factors will reveal the reason for the changes in the operations in the supermarket. Internal drivers Various aspects or operators have played a crucial role in Cole supermarket’s change. Key among them is the poor performance of the supermarket in the retail industry. In particular, the supermarket’s management had failed in formatting strategies that were geared toward improving the productivity of the supermarket. They embraced a bureaucratic management style where critical decisions undermined the primary goal of the supermarket. The management style adopted was not geared toward improving service delivery to the customers. Consequently, the level of output in the supermarket was not satisfactory. The operations in the supermarket were quite dysfunctional, and it was chiefly through a chance that the supermarket could realize improved production. Further, the dissatisfaction of employees in the supermarket contributed to the changes in operations at the supermarket. The fact that workers’ needs were not catered for by the management meant required the supermarket to undergo a management overhaul. Consequently, the supermarket was to undergo a reform process to increase the level of output and increase its market share in the competitive retail market. Thus, the poor performance of the supermarket necessitated a drastic change in the operations of the supermarket. External drivers There were some external drivers that necessitated a change in the operations at the Cole supermarket. Key among them is the competition in the retail sector. It is evident that the supermarket used to perform poorly, and this threatened its future operations. While other supermarkets in the retail industry had a satisfactory performance, Cole supermarket was struggling in the same sector. In particular, the business model adopted by the supermarket’s management failed to increase the productivity of the supermarket. Consequently, the supermarket failed to realize the expected output. Moreover, changes in the customer need necessitated a change in the supermarket. Customers were in need of a communication system where they could relay information to the management concerning the operations of the supermarket. Consequently, it was necessary to formulate appropriate changes to meet the needs of the customer. In particular, the supermarket required making frantic efforts to understand the needs of the customers (LAWTON, 2007). Thus, the changes in the supermarket were geared toward satisfying the needs of clients in the retail sector. Question 2 Ian McLeod embraced a unique style of management with an aim of improving the overall performance of the supermarket. In particular, he embraced an all-inclusive management style where every stakeholder had a role to play in improving the service provision in the supermarket. The reforms that he initiated in the supermarket were geared toward ensuring that the supermarket realized sustainable performance in the competitive sector. Under the contingency principle, the management style embraced by Ian was meant to ensure that the principle-agent relationship improved in the supermarket. For instance, as the manager of the supermarket, he made frantic efforts to ensure that all the needs of the customers were met through introducing an email system where all complaints and the stakeholders raised issues. He took it into his hands to ensure that the questions that threatened the operations of the organization were addressed amicably. Employees and customers of the supermarket were free to raise questions that they considered pertinent to the activities of the supermarket. Consequently, the bond that existed between the stakeholders of the supermarket was strengthened thus making it easy for the supermarket to realize the set objectives. Moreover, the tough stand taken by McLeod implied that he was determined to enforce a positive change in the supermarket. He had a high resolve to break the bureaucratic ways of management and impose a positive change in the supermarket. However, while adopting a strict change strategy, he was candid enough to give other stakeholders a chance to express their views. The stringent measures taken by McLeod were appropriate to break the barriers that could have delayed the much-needed reforms in the supermarket. The supermarket had been run through a bureaucratic management system, and it was suitable for any manager to be tough while changing the primary operations in the supermarket. Thus, Ian McLeod embraced a management style that ensured a sufficient change in the transactions in the supermarket through an appropriate contingency and political approach. Question 3 The implementation of the change in the supermarket can be termed as effective. The fundamental reason for making this argument is the fact that the change process involved the contribution of all stakeholders of the supermarket. For instance, the effort to open up communication in the supermarket through the use of emails was intended to understand the basic issues that were relevant to the operations of the supermarket. Improved communication in the supermarket meant that the customers could raise their concerns and needs to the management of the supermarket. Consequently, the management could formulate appropriate strategies geared toward meeting the needs of customers. The initiative could significantly contribute to the improvement of the overall performance of the supermarket. Moreover, increased communication in the supermarket meant that the employees were free to air their grievances to the management of the supermarket. The employees could also freely give their views on the best ways of implementing productive oriented strategies in the supermarket. Consequently, the operational productivity of the organization could significantly improve. Moreover, the management was determined to increase the service provision in the supermarket through diversification process. McLeod initiated a strategy that saw various products and services of the supermarket diversified. Diversification plays a crucial role in increasing the chances of having customer loyalty to a business. The range of services significantly expanded thus increasing the level of satisfaction of the customers. Moreover, the products that were being offered in the supermarket significantly diversified in order to increase the customer base of the supermarket. Thus, the diversification process was geared toward improving the performance of the performance of the supermarket. Further, McLeod’s effort to train employees in of the supermarket was a good move toward improving their productivity. The training process made it easy for the workers to learn better skills relevant to the operations of the supermarket. further, the initiative to train the top management of the supermarket meant that he was determined to bring long-term change in the supermarket thus leading to satisfactory performance. The productivity of the employees often leads to increased output of the supermarket. Thus, the changes initiated by Ian McLeod were necessary to improve the overall performance of the supermarket. Question 4 McLeod’s approach of changing a significant number of operations in the business was geared toward improving its overall performance in the competitive retail sector. It is evident that the changes adopted touched every aspect of the business. Thus, one can argue that the changes represented an overhaul in the system of operations. The fundamental reason for this argument is the fact that he started by changing the mindset of the employees of the supermarket. He knew very well that any change that could yield fruits had to be owned by the employees. When the employees embrace change, then implementing the change in the business becomes much easy. Thus, his initiative to train employees of the supermarket was a good move toward imposing an overhaul in the whole operations in the supermarket. The foundation of change in the business had to start from changing the mindset of the employees and stakeholders. After changing the mindset of workers through a series of training, McLeod made frantic efforts to improve the operations of the supermarkets. He adopted various service delivery strategies that ensure that all stakeholders could be satisfied. The customer’s needs were addressed through improved communication channels. The ultimate goal of adopting customer oriented policies was to ensure that the needs of the customers were met. Communication between the management and employees was also improved. Further, McLeod I initiated improved product and service delivery by diversifying the products and services offered. Consequently, the change was geared toward affecting the whole system of the business because it touched on workers, customers, and the products of the supermarket. References LAWTON, T. C. (2007). Strategic management in aviation: critical essays. Burlington, VT, Ashgate. Read More