HND 商务文化策略4

1、1 The force for changeForce-field analysis is an influential development in the field of social science. It provides a framework for looking at the factors that influence a situation, originally social situations. It looks at forces that are either driving movement toward a goal or blocking movement

2、 toward a goal. The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science, psychology, social psychology, community psychology, organizational development, process management, and change management.（Swanson, Donald James; Creed, Andrew Shawn, Sharpening th

3、e focus of force field analysis.）Driving forces includes more and more fierce competition, governments adverse policy and industries saturation. Restraining forces includes previous success, strong organization culture and the trend that plan to maintain previous method.In this case, by the start of

4、 the 20 century, J D was facing much more competition. The retail licensing market had adapted to the changes in the tied house system and other retail pub chains had been developing their business. It lead supermarket begin selling drinks at loss-leader prices, which will be difficult for J D to co

5、mpete on price. Besides, government begin noticing binge drinking, which also will take bad effect for sale. The two factor is main driving forces.For restrain forces, if taking change, their staffs will learn new knowledge and obey new rule. Some previous advantage such as good quality wine, relati

6、vely low-price beer, also is restrain forces.When driving forces is less than restrain forces, company will not change, and if not, company will change. According to case, driving forces are bigger than restraining forces, because J D take a change.2 A factor lead to changeA stakeholder or stakehold

7、ers, as defined in its first usage in a 1963 internal memorandum at the Stanford Research Institute, are those groups without whose support the organization would cease to exist.(R. Edward; Reed, David L. Stockholders and Stakeholders: A new perspective on Corporate Governance. )Stakeholders may be

8、government, shareholder, and employee. Shareholders have the biggest effect(Hillman A J, Keim G D. Shareholder value, stakeholder management, and social issues: whats the bottom line?). Shareholder is the one of possessor of company, but they do not manage company. They can decision companys develop

9、ment and select to invest continuously or withdraw capital. They can be restrain forces, and also can be driving forces. In this case, because J D has taken change, so they are driving forces. Tim Martin gave up day-to-day control in 2004 to become non-executive chairman working two days a week. He

10、continue to hold over 15% of the shares and to influence and contribute to the way the business operate. When his shares reduce, his influence for the pub is lesser than before.3 Management effectManagements role is to decide on and implement a suitable change strategy. According to consistency theo

11、ry, senior managers need to balance the 4 elements such as, task, culture, human, structure. Because they are interrelated, if there is lack of consistency among them, they will resist change. For a company, the higher consistency is, the better performance is. In this case,when taking change, manag

12、ement make vital effect for J D. After changing, some staff must be hard to adjust new rule. At this time, managers should use appropriate method to encourage them, for example, if staff finish his task well, managers should reward him. By these, staff can become more confident and increase loyalty.

13、 In case, J D provide WI-FI and family area, serve breakfast and open earlier, which align customers well.4 AdviceFor analysing change situation, Lewins three-stage model is introduced in 1951 by Lewin. He agreed that change should be concerned with the individuals and should involve 3 stage, unfree

14、zing the present; moving to the new level; refreezing the new level. Lewins three step model is a significant change management strategies for manager to understand the change process(Lewin, Miriam. The Impact of Kurt Lewins Life on the Place of Social Issues in His Work).For overcoming resistance,

15、Kotter and Schlesinger(Kotter J P, Schlesinger L A. Choosing strategies for change. Harvard Business) provide 6 possible approaches to overcome resistance such as education and communication; participation and involvement; manipulation and co-operation; facilitation and support; negotiation and agre

16、ement; explicit and implicit coercion.In education and communication, it is very important that management shouldnt presume that knowledge and information are passed downward through the organization automatically but should ensure more effectively communication with every employee at all stages of

17、change. If employees receive the full facts and clear up any misunderstandings, the resistance will subsides. For the aspect, J D can have conference to tell staff the benefits of changes, then to enhance informations degree of accurancy and integrity.In negotiation and agreement, this required the exchange of something of value for a lessening of resistance, for example, a reward package. J D