Bureaucratic organization

Bureaucratic disposal2.1.0 Developing permute process using a change modelsUnfreezing) Movement) Refreezing2.2.0 Stakeholder Involvement in Change put to prevail-Customers Employees Owner/operators Suppliers Sh are holders Local communitiesManaging Change is a structured approach to Individuals, Team and Organizations from a current state to a desired futurity state. incoming is a British-based inter field grocery and general merchandising retail chain. It is the largest British retailer by both global sales and domestic market role with profits exceeding 6 billion. It is currently the third largest global retailer based on revenue, behind Wal-Mart and Frances Carrefour but second largest based on profit, ahead of Carrefour. primarily specificizing in food and drink, it has diversified into areas such as clothing, consumer electronics, financial wait ons, telecoms, home, health and car insurance, dental plans, retailing and renting DVDs, CDs, music downloads, mesh services, and software.Organizational StructureJack Cohen founded Tesco in 1919 when he began to sell surplus groceries from a st every in the East End of London. The Tesco brand maiden appeared in 1924. The name came about after Jack Cohen bought a shipment of tea from T.E. air well. He made new labels using the first three earn of the suppliers name (TES), and the first two letters of his surname (CO), forming the word TESCO. The first Tesco store was opened in 1929 in Burnt Oak, Edgware, Middlesex. Tesco floated on the London Stock Exchange in 1947 as Tesco Stores (Holdings) Limited. The first self service store opened in St Albans in 1951 (still operational in 2008 as a Metro), and the first supermarket in Maldon in 1956.During the 1950s and the 1960s Tesco grew organic entirelyy, but also by acquisitions until it owned much than 800 stores. The company purchased 70 Williamsons stores (1957), 200 Harrow Stores outlets (1959), 212 Irwins stores (1960)..1.1.2 ProductOriginally special izing in food and drink, it has diversified into areas such as clothing, consumer electronics, financial services, telecoms, home, health and car insurance, dental plans, retailing and renting DVDs, CDs, music downloads, Internet services, and software.1.1.3 Market characteristicsAs mentioned above, any super market arouse be analyzed for its attractiveness to a particular company or organization on a consider of different characteristics. Some of the more(prenominal) signifi corporationt market characteristics that should be considered are actual market size, market growth rate, number of competitors, Intensity of competition, Production level. Tescos UK stores are divided into six formats, differentiated by size and the range of products sold. Which is One stop, Tesco Express, Tesco Metro, Tesco super stores, Tesco Extra and now they are planning to open a Mega Tesco. Where customers will have more availability and they can get everything they1.1.4 Operating Strategies.There ar e few competitors in the market so that Tesco has become much more competitive in the recent years. Tesco always changes its strategies to remain No.1 in UK.I Past Strategy.Almost a decade ago Tesco system was to beat former(a) competitors prices and become the UKs cheapest brand. Tescos was fully focused on selling large quantities of poor quality products on low prices.II Current Strategy.Currently Tescos marketing strategy has been based around a database strategy driving a huge direct marketing campaign. There customer base (as recorded by the expatiate provided by the hugely successful Club Card Scheme) almost exactly mirrors the demographic make-up of the UK. Simply this means they have somehow managed to be all things to all men. They have between 7m and 8m different variations on the mailings going out to their clients based upon demographic and transactional data. The objective has always been to up-sell to their existing customers through acquiring demote customer data and meeting their needs. Now, through providing customers with what they want, the most significant strategy has been aimed at increasing the non-food section by capitalising on the growing need for one-stop-shopping created by an increasingly time-starved population.Drives of changes in todays economyAs organizations evolve and come to be seen as dynamic, coping systems, the concept of how they change and methods by which they manage change has act to be refined. Managing a process of change in an organization can be a highly complex task and is oft essential for effective organizational development (OD). This article will provide an overview of the change process faced by many organizations. Different models of change will be highlighted and the shelter to change displayed by many employees will be examined.1.2.1 Factors of ChangeOrganizations face huge pressures to change, from both internal and external sources, internal forces to change are often as a result of long-term ex ternal forces. For example, a banks internal pressure to adopt an Internet banking system, as a result of more and more other banks going online.Internal factors of changeThe factors internal to an organization that force changes can be identified through a formal analysis method. around common among these methods is S.W.O.T. analysis.StrengthsAn organizations strengths, which help identify a competitive advantage or unique selling point, are of vital importance when deciding on changing the focus of the company. Deciding to push certain products or features in favor of dropping others, (like Apple did in recent) years can reinvent the organization.WeaknessesAn organizations weaknesses are a real motivation to change. Weaknesses identified internally in a companys product or service, will require immediate attention and changing. Quite often (especially with service based companies), the weakness would be resolved by a cultural change.OpportunitiesOpportunities that present themse lves, like new contracts on other continents will force changes in the company, sometimes as simple as new works hours. With the differences in different customer expectations, modern companies need to remain flexible. Flexibility is a study cultural change that needs to be introduced.ThreatsThreats to an organization, usually in the form of competitors and substitution products force a company to fight. To react effectively companies have to react quickly, which is a cultural change in a company.External Factors of changeThe factors external to an organization that force changes can be identified through the PESTELI acronym. policy-makingPolitical factors would include the current and potential influences from political pressures such as unions and national pay agreements.EconomicThe local, national and world economy impact can force an organization into changing their work practices or even product prices.SocialChanges in lifestyle absolutely force changes in organizations (e.g. iPod), but at a cultural level, socially changing attitudes towards work or ethical issues can also have effects on the culture inside an organization.technical foulThe ever-changing technical world in which we live has probably the most profound effect on organizational culture of all external factors. expert advancements that allow employees to work from home, working teams to be separated by great distances and for customers to be located on the opposite side of the world from their suppliers. Anything that changes the day-to-day work of the employees has a profound effect on the organizations culture.EcologicalThe local, national and world ecological and environmental issues that have effects on culture at national levels filter down into the organizational culture within a company.LegislativeThe legal issues both locally and at an EU level, such as taxes and working time regulations also have effects on culture at a national level, filter down into the organizational culture within a company.IndustryIndustry changes have a huge effect on national culture. The move away from agriculture into industrial and now information economies has greatly changed the national working culture.Organizational Structure (Bureaucratic organization)Purpose to track changes in management mental images from the bureaucratic to the post-bureaucratic to the learning organization model, highlighting core differentiating features of each paradigm as well as necessary ingredients for successful evolution. Design/methodology/approach the article takes the form of a literature review and critical analysis. Findings the complexness of the learning organization necessitates gradual evolution. The successful integration of the characteristics of post-bureaucratic firms empowerment, teamwork, trust, communication, commitment, and flexibility coupled with an emergent systems perspective can provide improved understanding of how the learning organization disciplines may actually mate rialize. Originality/value linking two traditionally encapsulated areas of research namely post-bureaucratic organizations and learning organizations, highlighting an interesting roadmap for successful convergence of post-bureaucratic organizations towards learning organizationsThe strengths of a bureaucratic organization areMore control over the employees with clear rules and regulations No confusion as the reporting relationships is clear and well defined. The system is centralized and all the decisions can be monitored There is standardization and everyone has to follow the same procedureThe weaknesses areThe decision making and all the other processes are very faintThe jobs may become boring for the employeesThe communication has to go through so many levels that it gets distorted.Too much control discourages innovation and creativity.There are in like manner many levels in the hierarchy.The bureaucracy itself encourages political behavior and people try to use other means to go up the hierarchy2.1.0 Developing change process using a change modelsLewins (1951) initiated a model of the change process as one consisting of the three phases which are.i) Unfreezing, reducing the factors and behaviors which maintain the status quo.ii) Movement, creating and developing new behaviors and implementing the change.iii) Refreezing, stabilizing the new behaviors and structure.The first change implemented by the management takeover, which of replacing the HR and Engineering Manager for individuals versed in Nipponese philosophy and production methods, sent out a company-wide signal that change could, and would impact everyone at any level within the company. Whether this was intentional or not, this label the true starting block for cultural change in Byrashi Mouldings.The subsequent changes implemented by the management team, were widespread, with no facet of the company remaining untouched.The changes can be broken down into the following areas-Adoption of Japane se manufacturing systems modernization of plant, which implied by two years of rebuilding the plant investment in company, it implies a future-Reshaping work practices cell manufacturing process, industrial workforce into work teams, skills training for all staffEverybody applied for the Team Leader positionFlattening and streamlining the organization by eliminating redundant tiers of management, redundancies, bit heavily into the middle management cadre.Due to the unprofitability of Byrashi Mouldings, which was commonly known, the voluntary and compulsory redundancies, this created a do or die culture, and assisted in creating an environment where the only viable option for all the employees was to embrace change.All these movements/changes from all over the company are implemented to assist the first award of managing change, that of unfreezing the existing structure.Computer Room implies continuous learning and change, which is normal for Japanese companies, which do Continu ous Improvement equal-opportunity to all the employees of the company. The continuous-training programme gives a stable refreezing present upon the organisation.Cultural change is not incremental and each arcdegree of the change is important to impact the organisational cultural change. On the respect of the cultural norms of workforce, on the piteous or medium term, the first two stage takes a more significant impact on while on the long term, the last stage which establishes a continuous improving system will take a more important impact on.Stakeholder Involvement in Change Process-Customers condone the customers at the shop level, every time they come for shopping they should be told about the change by cashiers or at customer service desk. At the same time toll-free numbers, email or website should be able to explain all the queries.EmployeesLine managers should arrange one to one meetings with the staff and explain the change process. Also Free company magazine (Tescos One Team), Staff benefits website, weekly news, daily updates and Team 5 messages should be used to answers all the questions and channel to everyone in the business.Owner/operatorsCompany owner/operator explain the benefits for long or short run in directors meeting and also sending them special notes or emails.SuppliersCompany directors/Area Managers have one to one meetings with suppliers and their representatives. Arrange the workshops or training if necessary.ShareholdersShare holders should be able to find information on websites. And also they should be told by their monthly reports and through the Agents.Local communitiesMaking sure local communities are also on boat by contacting them through their club card statements and displaying banners or posters inside the shops.