Final Submission 2
Final Submission 2
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Question:
4. What could be causing con ict between the part time and full
No time employees on the Nightshift? How could the Nightshift
manager try to resolve this?
5. Why didn’t the change in technology help the store to reduce
its wastage rate? What can the organisation learn about
Yes
introducing effective change from the grocery managers approach
to the problem?
4. What could be causing con ict between the part time and full time
employees on the Nightshift? How could the Nightshift manager try to resolve
this?
Both the checkout and grocery areas in the case study con-
tain subliminal references to change management techniques.
The following justifies the methods used in each department to
implement change. In the Department of Grocery, the manager
of the grocery department organizes "buzz groups" to solicit
suggestions from various team members regarding how to deal
with the waste problem. By involving staff members in decision-
making, this strategy promotes participation and a sense of own-
ership. In addition, the manager's implementation of the 'Bin
Buster' sessions to check and cut waste is indicative of an adapt-
able strategy. This procedure modification is a direct result of
team member input that was obtained via "buzz groups." One
model or framework might not be helpful in several circum-
stances due to the chaotic nature of change (Buchanan & Boddy,
1992; Pettigrew & Whipp, 1991). Because of this, change man-
agers must consider different strategies for diverse implementa-
tions (Pettigrew, 1987). Concerns that change managers may en-
counter cannot be resolved by following a predetermined course
of action (Carnall, 2007; Pettigrew & Whipp, 1991).
However, in the checkout department the regular team
briefings initiated by the department manager serve as a com-
munication channel for conveying expectations, sales informa-
tion, and relevant updates. However, the emphasis on instruc-
tions and store-related information might contribute to resis-
tance, as indicated by low employee satisfaction. On the other
hand, the thorough training program for new Checkout assistants
during induction demonstrates an attempt to equip employees
with the necessary skills. However, the lack of evidence of on-
going training and development needs during appraisals sug-
gests a potential gap in continuous learning and improvement.
The case study approaches change by combining employee in-
volvement, performance management, communication, training,
and flexibility. This demonstrates an attempt to handle depart-
ment-specific difficulties and foster continuous development.
The different strategies and results in the Grocery and
Checkout departments can provide the organization with impor-
tant insights. The following are some guidelines for implement-
ing change, accompanied by illustrations from both departments.
In the grocery department the manager of the grocery depart-
ment organizes "buzz groups" among staff members to solicit
suggestions for cutting waste. This encourages team participa-
tion and a sense of ownership. The lesson is to Include workers
in the decision-making process strengthens their resolve to
change and yields insightful information. Also, the flexibility of
the Grocery department is demonstrated by the weekly rotation
of staff assignments among several sections. This adaptability
fosters a productive workplace. "Bin Buster" sessions and "Buzz
groups" encourage candid discussion, idea exchange, and collec-
tive problem-solving. The idea from it is to Promote an at-
mosphere of candid discussion and idea sharing is just as impor-
tant to effective communication as simply disseminating infor-
mation.
In the checkout department the staff's unwillingness to switch
shifts points to a lack of adaptability, which affects the depart-
ment's capacity to staff the entire time during peak times. This
lead to Have a flexible and adaptive approach to work assign-
ments and can have a good effect on overall efficiency and em-
ployee happiness. The company should think about bringing
comparable strategies to the checkout section after observing
successful approaches in the grocery department, such the "Bin
Buster" sessions. Thus, more efficient, and consistent organiza-
tional transformation can result from departments exchanging
best practices and lessons discovered. By reflecting on these
lessons and tailoring change management strategies based on
department-specific needs, the organization can enhance its
overall approach to introducing and managing change.