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Literature Review
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 Table of Contents

Literature Review.......................................................................................................................2

The role of representations in the issue of organizational change.............................................5

Change Management and Stakeholders.....................................................................................5

Nestlé’s report............................................................................................................................7

The need for change within Nestle.............................................................................................7

Change structures.......................................................................................................................9

The flat and flexible structures...................................................................................................9

Inspiring management................................................................................................................9

Nestle leadership program........................................................................................................10

Grow people initiative..............................................................................................................10

Long-term development...........................................................................................................10

Dynamic compensation............................................................................................................11

Lifelong learning program.......................................................................................................11

Challenges in initiating changes and how they were managed................................................11

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Literature Review

Change is an important issue in the field of partnerships. it's annoying. An important

topic of managerial research as, as in many different regions, the onset of change and change

is gradually being replaced by reflections on strength and longevity. Change turns into inner

anxiety for social action; therefore, a better understanding of its tools is needed. The world of

management is no exception to these concerns, and change is becoming a central issue for

both organizational scientists and academics. Indeed, management has long been viewed as

complex exploration and execution models capable of fully answering association questions.

This plan ensures the efficiency and management capacity of the organization. your ability to

establish a stable and authoritative method of association, not your ability to change it

(Jayatilleke and Lai, 2018).

This idea has spread and some modern ideas allow us today to plan the effectiveness

and support of the association for its ability to evolve. Fundamental and unexpected origins

created in writing allow us to quickly understand organizational change as an important issue

in the existence of an organization. Organizational change must be seen as a response that

allows an association to respond to the essential challenge of climate change on which it

depends and on which it depends. The search for clear agreements, in fact, challenges the

possibility of a common and authoritative model and encourages change as a necessity. The

competence, execution and sustainability of a partnership are not guaranteed by its ability to

draw "miraculous conclusions", but rather unexpectedly by its ability to move forward, to

adapt (Alqatawenh, 2018).

In any case, organizational change can only be seen as a real response to the

difficulties of the external climate to the extent that the association has a real limit to the

change. This is the limit in terms of coordinated picture change, to which many researchers

have paid attention and, at times, has led to controversial discussions. These discussions have

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been fuelled by the resistance between the "deterministic" origins of change and the

"proactive" way of dealing with the change tools of associations. The deterministic origin of

organizational change underlines the inflexible nature of association and finds variables such

as inflexibility and indolence in the structure, structure and lifestyle, which generally protect

associative changes (Galli, 2018).

This deterministic plan emphasizes the elements of immutability of the association

and finds in the environmental pressures (external components) the fundamental engine of

organizational change. This view of association has been developed by scientists with regular

definitions, or hypotheses on population biology, who consider organizational elements

primarily in the perception of the impact of climate on association. ... This methodology

considers organizations mainly as isolated substances or sufficiently susceptible to

improvement in a natural way, with reactions strongly orchestrated by the environment. By

limiting this view, the "proactive" approach reveals the artist's dominant strategic decisions as

a factor of associative change (Harrison et al., 2021).

Conscious activity plays a central role within the association to respond to its external

climate, and internal factors become the real drivers of the organizational elements. In this

sense, the proponents of the strategic decision hypothesis quickly brought to light the

important work of the association's key figures. This view of the endogeneity of the sources

of change attributes the change in the organization of activities and the strategic choices of

leaders and / or the dynamic cycles associated with these actions and decisions. DO scientists,

which refer to the current administrative charter of change, share and create this voluntary

and conscious origin in their methodologies, placing the pioneer at the centre of the cycle of

change. Our work, which focuses on monitoring and change management work, is

particularly focused on the proactive vision created in writing (Hornstein, 2015).

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 In any case, it seems important to broaden the reflection on the work of intentional

activity in the interaction of changes towards the broader theme of the artist's conscious

activity within the agreed framework and in his chest. The deliberate activity of change

actually raises this question in a certain way, because association, in its fundamental

dimensions and in the human relationship, creates multiple defences and poses multiple

demands for change (Maali et al., 2020).

The person making the premise must be seen and evaluated based on their ability to

make the change feasible, for example so that the results are as close as possible to the set

goals. Like Machiavelli, who previously pointed out that "there is nothing more shameful,

more dangerous, more dangerous than starting new research on things", various studies

highlight the problems inherent in this period of special and unequivocal change. The change

comes from the situation with the answer to the question about the artist's management. The

problems of conscious change lie in the components that push the association to maintain a

certain resilience.

Different segments of the organizational structure, such as the historical context of the

association, its planning and management structure, its lifestyle or its location of strengths,

create obstacles that can regress or even lose the change. The human dimension is

fundamental to understanding the inhibitions and obstacles that can be revealed during the

cycle of change. Different parts of the organizational environment need to be considered

during events and change implementation to take action to achieve the ideal change. The only

dimension of this picture that seems fundamental to consider and that has not yet been

addressed in the letter of modification of the actual investigation is the representation of the

artists. Our study, therefore, aims to talk about the value of organizational methodology in

terms of artistic representation and the value of this dimension in organizational change

(Kohnke and Wieser, 2019).

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The role of representations in the issue of organizational change

Therefore, in a previous work, we hypothetically investigated the growing interest

generated by the study of images in field association studies. This more interpretative line of

research evaluates the dominant role of human translation channels in understanding

organizational systems. The observation of the cycle of change with respect to the image

seems applicable to the extent that the images of people and meetings present in an

association condition the way in which social actors see and act to decide, shape and change

the association (Mitra, Gaur and Giacosa, 2019).

The images influence the decisions, the objectives, the activities of the associations,

while they can induce elements and organizational changes, acting as the main stimulus or

brake depending on the information they transmit within the association, and which is

indicated by their anchoring strength in individuals. As part of a unique situation, an

intangible painting, the images structure the artist's practices, but also reveal the organization

of the artist's association. Not believing in a direct causal relationship between image and

activity, we support the possibility that there is a strong connection between the two

messages and that the study of images is a fundamental, albeit minimal, component created in

the description of the change, in the understanding of the interaction. and the challenges of

managing organizational change (Setyanto et al., 2019).

Change Management and Stakeholders

The process of change management may only be successful for a long-term basis if

the process is designed systematically. To design, it must be understood what

management change is, heard all stakeholders in change management. (Mapping

according to objective)

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 As per the research done by (Njuguna and Muathe, 2016) change management can

be explored in terms of ambiguity, resistance to change, and transition concepts. The

study was able to define the following variables as ideal for conceptualising employee

performance change management: participatory leadership, motivational engagement,

communication and preparation. In addition to that many models including ADKAR and

Kuble model (Lorains et al., 2014) can be employed to provide an insight into the

concept. Contingency theory has also been put forward to assess the core elements of

change management for those individuals who are doing well. (Nestle, 2016) However, by

analysing the whole literature there are certain areas in which there is room for

improvement.

However, there is not a standard procedure for bringing change to any

organisation since the scenarios vary from organisation to organisation. Most importantly

there is also a need to research the nature of business before applying certain tools for

bringing up any change. Referring to a case study of the gloves industry in Srilanka

whose modified organisation structure at a top-level made an impact on the performance

of individual working in the technical department hence resulted in strategic failure (Hird

and Stripe, 2016). As (Pereira and Serrano, 2020) states, we should communicate with

employees about the change as well as should explain to them the reason behind the

change.

Change management on employees consists of a hard side and a soft side. The hard

side applies to procedures, structures, techniques, tactics and technology that can continue

to bring in progress, and the soft side includes behavioural improvements (e.g., persuading,

reassuring and engaging, and understanding) that will make it easier for them to act (Carter

and Rogers, 2008).

There are some times during which change is planned whereas there are some times

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 in which there is a need to bring change within yourself based on different conditions. If we

take an example of the pandemic which recently broke out, no one was ready for it and

these were unprecedented times and it created a lot of pressure on the gloves industry (DM

et al., 2005)

Nestlé’s report

The integrity reporting system at Nestlé addresses the complaints of employees, this

is another way of conducting healthy communication with the employees and is insurance

that they are the company’s asset. In 2018, approximately 1800 complaints were heard and

addressed in the organisation.

Nestlé also provides training to employees so they may upgrade their skills. 160000

workers were trained in 2018 (Dr. Nale Suresh Sitaram, 2018). The managers at Nestlé are

involved in the training for employees. This creates an environment of a team. Another step

to engage employees with the management is sharing information that guarantees the

shared values of the company. So no one is left out.

This culture of sharing, embracing and owning the employees is the foundation of

all these years of Nestlé is a globally recognized brand (Sanusi, Irianto and Sumiyati, 2019)

The need for change within Nestle

Nestlé's entire cycle of change was effective only on the basis that the association

recognized the specific requirements that were driving the change and, furthermore, went

further to create appropriate change management procedures for the change. Emerging

business models and options have forced Nestlé to face a change in its roadmap (Denkova,

Ananiev and Stojanovski, 2017).

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 As the association moves into unknown industries, emerges from segregation, and

moves into new regions, this creates many complications and can create uncertainty which, if

not carefully controlled, can be fatal on a regular basis. The idea of change within Nestlé

involves the separation of Strategic Business Units (SBUs), which are counterproductive and

replace a disadvantage for the organization (Balla et al., 2016).

When selling assets, partnerships are generally expected to sell existing specialized

units and place those assets in other broader business cycles, such as corporate acquisitions or

development in other areas of the business. In addition, Nestlé also plans to expand its

business structure with pharmaceuticals and corrective drugs, and that kind of change is

difficult.

Growing organizations regularly require changes in governance structures and

attitudes, and it is for this reason that the association is also moving away from innovative

management practices and adapting a corporate governance structure that relies heavily on

rulers (Kibui, Gachunga and Namusonge, 2014).

Each of these changes has been initiated by associations that want to fill their

dimension by becoming global and emerging from disunity. In addition, management wants

to do business and make profits by incorporating transaction specialists into the global market

and entering into agreements with neighbouring subsidiaries in unknown business sectors,

receiving them or entering into contracts.

Brabeck-Letmathe CEO agreed that the change is highly appropriate for the

organization as it will allow them to recognize efficiency and also increase profitability

within the association. Furthermore, the entire reorganization of the company, which costs

nearly $ 300 million a year, is something of a change that begins with the need to create a

dignified and successful business structure, in which the directors do not fully control all

organizations in the company (Sytnytskyi, 2014).

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 The CEO recognizes that the association's desire / need to profit, grow, adapt and

adapt deeply to the market depends on the association's ability to respond to change.

Change structures

The traditional tiered pyramid organizational structure is what Nestlé existed before

the introduction of the GLOBE structure. This framework cannot function fully and

effectively in such a project. Together, this project needed to be redesigned so that people

could align their goals with those of the organization, share their thoughts with management,

act proactively, and come together to strengthen the organization's goals.

Furthermore, the new data sharing mechanism requires highly skilled and educated

people who should not be used at this stage. An organizational plan was developed, entitled

"Settling the Future" (Senthilvelan and Balasubramani, 2013).

This plan focused on four elements seen as an obstacle to organizational management;

align the goals of representatives with the goals of the organization, using employee

information and activities, improving engagement and encouraging employees to take

initiative. A five-section program was then defined to reorient workers towards a presentation

lifestyle. These projects were ongoing.

The flat and flexible structures

It is an elaborate solution that destroys the pyramid structure and replaces it with a

non-pyramid structure intended for the administration of the system between management

and workers. In doing so, structures were evaluated and less progressive levels were

maintained globally, allowing for rapid adaptation and response to problems while supporting

their development (Senthilvelan and Balasubramani, 2013).

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Inspiring management

An examination of the relationship between management and its staff showed that the

activity should support staff engagement and participation. You had to start from the way the

management saw the staff and in this sense two projects were created; Nestle leadership

program and the grow people program (Sheveleva and Shevelev, 2019).

Nestle leadership program

The leadership program was based on four pillars. These include the changes needed

to initiate an initiative by senior executives who should recognize they can improve,

rethinking that programs and program providers are based on the criticism of those who work

alongside leaders, partners, superiors and subordinates (Сувалова et al., 2019).

Grow people initiative

This is a complex shift in the way people are interviewed. These new improvements

were based on participation, self-knowledge and data sharing. It changed the way

administrators evaluate individuals, "evaluating" them as if they didn't include themselves to

represent individual designers.

For this reason, improvements and improvements have been made. The traditional

classification model that emphasizes the past rather than the future has been abandoned (‘A

flat vision methodological approach to evaluate health professional’s competence.’, 2014).

Long-term development

This was intended to develop long-term professions, not in the past warehouse

thinking model, but rather to create talents and skills in a design that was adaptable and

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responsive to the apparent talents of the skill. Previously, professions travelled in a container,

without touching the talents and topographical connection.

This was possible thanks to the organizational structure and a talent pool of over

2,000 names from around the world was created (Safuan, 2016).

Dynamic compensation

The new vocation was significant and to achieve this goal an aligned association was

organized through the formation of a different compensation model. This model allows

employees to raise salary rates without the need for promotion.

It is an elaborate set of robust measures for wage and compensation assessment that

includes past performance and motivation for long-term development. In addition, a detailed

incentive plan was presented (MA and JIANG, 2017).

Lifelong learning program

This program included the provision of training and continuing education courses for

workers, which are vital for Nestlé in the future. This is in line with Nestlé's thinking on

lifelong learning.

Challenges in initiating changes and how they were managed

Protection against change by some administrators was a serious test for the future

when multiple administrators had problems with various parts of the program. The

abandonment of the personnel qualification system, which must be replaced by direct

promotion and improvement, was a great challenge for them.

They argued that employee ratings improve performance, but Nestlé is committed to

long-term development rather than short-term profit. Those who couldn't fit resigned and

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others were fired. However, this prevented the implementation of the program in some

regions. Eventually, the program was fully accepted when the benefits were realized and the

work was truly inspiring (Marius, George and Anca, 2011).

A delay in program execution is possible. This is because the leaders opposed the

changes presented. Although the different parts of this program were supposed to run on an

ongoing basis, this was delayed for nearly two years as the program was met with much

doubt and others felt that the changes undermined it.

The Board of Trustees, made up of rating administrators and a group of

representatives, had the enormous mission of visiting different properties and different

personnel and learning about the changes and benefits that must come beyond the various

types of correspondence (Anh and Hung, 2019).

The Progress and Development Guide, which caused many problems, was posted on

the site and worked there to facilitate its implementation.

The reluctance of leaders to share their talents and blessings with different places,

opportunities, and organizations has been an obstacle that has come up during the time spent

in the cycle. In a multilevel and more adaptable model, organization is the central word

which means a broad correspondence and exchange of data between the above elements.

It took three years to see anything significant delay the expanded curriculum.

Correspondence increased through various channels until people accepted the program

(Furman Shaharabani, Tidhar and Soffer, 2017).

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