An individual from outside or inside the company who helps the company in transforming itself by having a critical focus on matters such as organizational development, improvement, and effectiveness is referred to as a change agent. The efforts of a change agent mostly focus on the impact of changing tasks, structures, and technologies on the group and interpersonal relations throughout the company. The individuals working within the company and their interactions, is the key focus of the change agent. Behaviour, values, and attitudes are some of the key characteristics of an efficient change agent. For example, determining alternative possibilities, demonstration of resilience and flexibility, identifying the opportunities for growth, and courageous leadership. Some of the change agents in Tesco are the management, which is well structured, its employees who are around 472,0000 that are serving millions of consumers daily, as well as its technology.
In the mid of the 1990s, a CRM (customer relationship program) known as the ‘club card’ was introduced by Tesco. Through this CRM, Tesco won the lifetime loyalty of its customers and the consumer revisits were retained by the company, which further helped in staying competitive throughout the market. One of the key change agents in Tesco its employees, that is, a group of individuals working under the Tesco’s board for the external and internal changes. As a procedure of change, these people follow the ‘Elton Mayo theory’. The key objective of these change agents is to retain the lifetime loyalty of the customers. The role is played by means of strategic management. Whereas, the communication is carried out through the Elton Mayo Theory.
Tesco has considered several changes, both internally and externally; through which it has made itself highly competitive in comparison to its competitors in the market. According to the management theory forwarded by Elton Mayo, the employees are motivated through relational factors like camaraderie and attention through means of environmental factors or financial rewards. Elton proposed a matrix that represented different combinations of group cohesiveness and group norms that can play significant roles in providing the effectiveness of the team. It further presented four main combinations and its impact on the dynamics of the team. The first was the group with high cohesiveness and high norms, the second group was with low cohesiveness and high norms, the third was with high cohesiveness and low norms, and the fourth was with low cohesiveness and low norms.
In addition, the characteristics, attributes, influence, power, and status are the fundamentals through which certain individuals can be perfect for the selection of the change coalition team. For this, a strong coalition team must be created at Tesco. Employees must be convinced first that it is essential to make significant changes throughout the organization. This often requires strong support and leadership from the main individuals working within the company, as management of change is just not enough. Further, a true leader who can bring significant changes in Tesco should be identified. Then, a team must be made within the change coalition. Followed by taking a commission from the individuals who will be responsible for making significant changes. In addition, this team must have enough authority and power so that it can cope up with the change efforts, required. So that the team members can be encouraged to work with each other.