Assignment Sample on Management Report
1. Introduction
The following managerial report has the aim of analysing the changes ongoing within the Lush Company. In this report, the critical reflection on the changes within the workplace and interactive workforce of Lush cosmetics has been discussed under a brief manner. The ongoing change process and the recent changes of the organisation have been explained in this report. Furthermore, recommendations have been produced for the betterment of the company as this may help the organisation to grow in the future. Relevant change theories and models have been provided in this report for stronger establishment of the analysis. Different entry methods have been discussed in this report to analyse the change situation in the organisation.
2. Reflection on the Change or Ongoing Changes
The Lush Company is going through a transition phase as the company is facing management issues related to the growth and directions of the company. As per the view of Bosse et al. (2017), transition periods are crucial for the organisations as this phase decides the direction of the changes for that enterprise. The company is further considering stepping into the new market of Denmark that requires them to adapt the changes within the organisation and enhance the overall effectiveness (uk.lush, 2021). However, management problems are delusions within the organisation as difference in senior management is directing the company in different ways. This situation is creating troubles for the employees as they are facing problems in adapting to the change.
McKinsey 7-S Change Management Model
The changes in the organisation can be executed through the McKinsey 7-S Change Management Model and the components of the components of this model are strategy, structure, systems, shared values, style, staff, skills (Kirschenboim, 2018).
- Strategy: The strategy for changing the management must emerge within the organisation. It shows the urgency to change and react to the ongoing changes as we. However, higher management coming to a single conclusion provides better results in order to adapt to the changes going within the organisation (Salvarli and Kayiskan, 2018). Strategy of market expansion must go through a controlled environment to provide an effective solution during the unstable condition.
- Structure: This factor provides more emphasis on the structure that remains the base of the organisation. The Lush Company is a traditional cosmetics manufacturing firm with several stores in multiple countries. However, structural changes to adapt to the internet based business provide challenges to the company. The company must follow the contemporary business models that will lead to greater interaction with the customer resulting in higher revenue generation (Salvarli and Kayiskan, 2018). On the contrary, the structural change seems to be rigid within the traditional mentality of management that requires a strong leadership.
- Systems: This stage focuses on the systems that will be utilised on day to day basis. Through these changes the structural changes of the business will be initiated as changing business models from traditional to contemporary requires software’s and specific IT teams for handling the system (Hamilton et al. 2017).
- Shared Values: The recruited employees must be aware of the mission and vision of the company. Increasing awareness of the company objectives within the employees can significantly enhance the level of productivity within the country. As per the view of De Vries (2017), aligning company ethics and values can be helpful for the employees as it can further provide dividends with greater effort from the employees. For market expansion, the employees from Denmark are also required to align with the shared values for effective business initiation in the country.
- Style: This phase shows the effective manner in which the change is adopted. Various aspects of market entry methods can be considered in this change model aspect.
- Staff: Changes in the organization must be replicated by the employees or else the organisation will be directed in different ways.
- Skills: High competency in the management efficiently amplifies the skills possessed.
The management is interacting with the ongoing changes within the Lush Company through implementing situational leadership. As per the view of Bosse et al. (2017), situational leadership promotes different leadership styles within the enterprises that raise the efficiency of the company. The main concept is to obtain a certain advantage with adequate leadership abilities in the operational market. Different scenarios in different markets lead to leadership management of different managers with distinct abilities rather than depending on a single person with limited skills. Critical scenarios arising due to the unprecedented pandemic situation also forced the company into adopting situational leadership.
The Lush Company is further looking for expansion of the business due to the depressed business environment. Various aspects of Market entry methods are discussed although direct entry in the Denmark market is considered to be more suitable for the enterprise. The different market scenarios within the distinct markets are also promoting situational leadership management in order to better management of the company. In the viewpoint of Williams et al. (2021), different cultural diversity within the countries is required to be inspected to adapt to changes. However, the changes in the organization are promoting the evolution of the management as well initiation of the contemporary business strategies within changing market scenarios.
3. Recommendations
Lush Cosmetics having branches all over the United Kingdom except Denmark is acting as replacement of the company in the demographic. The company within its scope has new virtues to expand and include different leadership styles in the organisation to ensure proper simulation between the organisation and its growth. Looking at the recent work experiences in Lush Cosmetics, UK, the following can be recommended for the betterment of the company.
- The expansion of Lush Cosmetics can be done in Denmark with the help of different models and theories incorporated with a franchise in the region. As mentioned by Stouten et al. (2018), organisational changes are beneficial for the betterment of a company corresponding to the fact that they have different branches of the same company in different states.
- The growth of a company is surrounded with a bunch of issues such as growing too fast, capital for expansion, personnel issues and several others. As depicted by Dent et al. (2019), the management during expansion receives its share of opportunities as well as threats. The issues of growth in Lush Cosmetics can be handled by licensing with third parties, establishment of business agreements, public stock offerings and employee ownership plans for stocks.
- The management for growth of the company can use different leadership styles to identify risks and promote sustainability in the organisation. As analysed by Demirkesen and Ozorhon (2017), integrated management of projects should be implemented within the organisation to maintain the growth at a decent rate. New routes on marketing structures should be followed encompassing growth in shares beneficial for the organisation as well as stockholders by Lush Cosmetics. Various leadership styles of transformation and transaction could be used for better management of projects and the management. As stated by Romero-Ortunoet al. (2019), these leadership styles will make the organisation open to new ideas and experiencing opening doors for growth for Lush cosmetics.
- The change process of the organisation needs to be changed in accordance to the new trends to globalisation and digitalisation. As per the views of Schwertner (2017), the digital transformation of an organisation is a necessity with the introduction of Industry 4.0 in the market. The industry cooperatives of Lush Cosmetics must include digitisation in their organisation to achieve savings in their supply chain management, advertisements and purchase. Digitisation changes the role of the owner from encountering problems to strategically thinking on risk management with technological advancements (Schwertner, 2017).
- To get the closure of growth in Lush Cosmetics application of qualitative comparative analysis can be done to find the origin of the problem in the system. As argued by Dent et al. (2019), developing advancement around it gives the problem more adequate reconstruction processes and models of growth. Considering the growth in Greiner Curve the model will grow in different stages of start-up, growth and maturity with the qualitative comparative analysis. As per Greiner model, the stages of the growth of the organisation’s size with evolution and revolution interact with the shape of the development of the organisation.
4. Conclusion
In this report, changes ongoing within the Lush Company are explained in a critical manner. McKinsey 7-S Change Management Model and the components of the components of this model are strategy, structure, systems, shared values, style, staff, and skills. Lush company is a traditional cosmetics manufacturing firm with several stores in multiple countries. However, structural changes to adapt to the internet based business provide challenges to the company. Based on the above discussion it can be concluded that Lush Cosmetics needs to expand within the bounds of Denmark. The study depicts the changes in the organisations which need to be addressed for the simulated growth of the company. The study shows the growth models included in the management process for better futuristic planning in the near future. The reflections on the recent changes which are being addressed or completed in the organisation have been depicted. For the same, recommendations have been given for simulated growth in Lush Cosmetics.
References
Bosse, T., Duell, R., Memon, Z.A., Treur, J. and van der Wal, C.N., 2017. Computational model-based design of leadership support based on situational leadership theory. Simulation, 93(7), pp.605-617. Available at: https://www.researchgate.net/profile/Jan_Treur/publication/314025710_Computational_model-based_design_of_leadership_support_based_on_situational_leadership_theory/links/5c5833ac92851c22a3a830f7/Computational-model-based-design-of-leadership-support-based-on-situational-leadership-theory.pdf
De Vries, H., 2017. An integrated approach for understanding health behavior; the I-change model as an example. Psychol Behav Sci Int J, 2(2), pp.555-585. Available at: https://www.researchgate.net/profile/Hein_De_Vries/publication/297866735_Applications_of_the_I-Change_Model_for_explaining_health_behaviour/links/5fda0c0f299bf14088138ec7/Applications-of-the-I-Change-Model-for-explaining-health-behaviour.pdf
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), pp.1639-1654. Available at: http://www.projcp.com/Readings/180329%20Integration%20management.pdf
Dent, E., Martin, F.C., Bergman, H., Woo, J., Romero-Ortuno, R. and Walston, J.D., 2019. Management of frailty: opportunities, challenges, and future directions. The Lancet, 394(10206), pp.1376-1386. Available at: https://www.advantageja.eu/images/FrailtyLancet_2019_IIpaper.pdf
Hamilton, K., Kirkpatrick, A., Rebar, A. and Hagger, M.S., 2017. Child sun safety: Application of an Integrated Behavior Change model. Health Psychology, 36(9), p.916. Available at: https://espace.curtin.edu.au/bitstream/handle/20.500.11937/55148/254342.pdf?sequence=2
Kirschenboim, Y., 2018. Rabbi Hirsch values and principles and McKinsey 7 S model. Past and Future in Israeli School Management. Revista de Management Comparat Internațional, 19(3), pp.306-312. Available at: http://www.rmci.ase.ro/no19vol3/08.pdf
Salvarli, M.S. and Kayiskan, D., 2018. An Analysis of McKinsey 7-S Model and Its Application on Organizational Efficiency. Int. J. Sci. Technol. Res, 4, pp.2422-8702. Available at: https://www.academia.edu/download/61124074/An_Analysis_of_McKinsey_7-S_Model_and_Its_Application_on_Organizational_Efficiency20191104-85893-67sfct.pdf
Schwertner, K., 2017. Digital transformation of business. Trakia Journal of Sciences, 15(1), pp.388-393. Available at: http://www.uni-sz.bg/tsj/TJS_Suppl.1_Vol.15_2017/65.pdf
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), pp.752-788. Available at: https://www.cebma.org/wp-content/uploads/Stouten-et-al-2018.pdf
uk.lush, 2021. LUSH Home. Available at: https://uk.lush.com/ [Accessed on 06/05/2021]
Williams, E., Norman, J. and Boag-Munroe, F., 2021. Direct entry: Fairness, resilience and the impact on regular cops. International Journal of Law, Crime and Justice, 64, p.100442. Available at: https://repository.canterbury.ac.uk/download/28a1bbc16c032daa97bb65fb186e950b89f639f5f150073571092d8d1c771991/215870/Final%20Direct%20Entry%20EW%20JN%20FBM.pdf
Know more about UniqueSubmission’s other writing services:
Pretty! This has been a really wonderful post. Many thanks for providing these details.
You’re so awesome! I don’t believe I have read a single thing like that before. So great to find someone with some original thoughts on this topic. Really.. thank you for starting this up. This website is something that is needed on the internet, someone with a little originality!