Supply Chain Management
The Journey of Change at Corus Strip Products, UK: A Theory-Based Case Review

Article Details
Pub. Date : Marc, 2020
Product Name : The IUP Journal of Supply Chain Management
Product Type : Article
Product Code : IJSCM20320
Author Name : Indranil Bose
Availability : YES
Subject/Domain : Strategic
Download Format : PDF Format
No. of Pages : 12

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Abstract

Change does not disappear, nor does it dissipate. It has become almost a routine for most organizations in today's world. Mere identification that an organization requires change does not suffice. Change in the simplest of forms causes repercussions. Considering the complexity of organizations, change in organizations becomes a lot more complicated. Managing change in organizations is therefore essential for successful implementation of change. There are a number of models and theories that assist the organizations in doing the same. Some of these models like force field analysis, different change management perspectives and Kurt Lewin's three-stage model, ADKAR model of change and Kotter's eight-step change model have been explained and applied to explain the change that Corus Strip Products (CSP), UK underwent till 2005. These models assist the management gauge the present situation of the organization (state of equilibrium) and the positive and negative forces that impact change, and gain a better understanding of the organization and the different ways in which change can be implemented in order to minimize resistance and increase the probability of successful implementation. The paper also sheds light on the importance of the role of leadership and the impact that different leadership styles have on the implementation of successful change. Effective change management leads to proper execution of the strategies formulated and implemented in the organization. This benefits not only the organization but also its various stakeholders.


Description

Change is constant in this post-modern era, given that mergers and acquisitions are a continuous part of many organizations' operations strategy (Berquist, 1993). Revolution in the technological industry and globalization are putting the businesses under immense pressure to run their operations with better efficiency and streamline their structure and processes (Hechanova and Cementina-Olpoc, 2018). Change management can be defined as a systematized process that is recurring in nature aimed towards the transition of individuals, organizations and groups from their present state to a better position in the future (Smith and Kuth, 2009). Kneer (2013) defined change management as "the strategy of planned and systematic change, which is achieved by influence of the organizational structure, corporate culture and individual behavior, under the greatest possible participation of the employees". In the present world, where it is almost inevitable for organizations to survive without change, change management is very essential. Organizations need to manage change as it helps them realize their objectives by enabling the employees to adapt to change. Effective change management in organizations can act as a linkage between the strategies of change and the desired final outcome. Its basic function is to ensure successful implementation of change for organizations with the collective efforts of employees and managers (Hiatt and Creasey, 2003; and Watson and Bolton, 2019). On the other hand, in an organizational context, it is also associated with reduced levels of productivity, increased absenteeism and employees' intention to leave (Holt et al., 2007). Corus Strip Products (CSP) is a steel manufacturing company formed in 1999 as a result of a merger between British Steel Corp and the Dutch steel manufacturer Hogoovens. It mainly manufactures steel in strip form to be used in different markets like construction, vehicles manufacturing, tube products and electrical appliances. It was acquired by Tata Group in 2007 and formed one of the largest steel manufacturers in the world (Tatasteeleurope.com, 2016). However, in 2005, before this acquisition took place, CSP went through a cultural change as an organization. This culture change was to mainly change the primary approach its employees had towards work. This change introduced as 'The Journey' was made up of eight core values which mainly focused on the beliefs and values of not only its employees but also its other partners like its suppliers and contractors. This change was incremental in nature, as it focused on doing things better. The focus was to bring about improvement through continuous process and adaptation.

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