understanding and leading change hnd assignment

Unit 17: Understanding and Leading Change

Introduction.

The aim of this unit is to prepare students to anticipate, plan and deliver organisational change. In addition students will be able to predetermine appropriate and timely interventions required to maximise the benefits and minimise the risk of organisational change.

On successful completion of this unit students will have developed sufficient knowledge and understanding of leadership in the context of organisational change to make an effective and immediate contribution to the way in which an organisation determines and responds to change drivers. Students will also be in a strong position to contribute to change initiatives as well as to consider the strategies required to change resistors.

Learning Outcomes

By the end of this unit a student will be able to: 1  Compare ways in which change impacts on an organisation’s strategy and operations. 2  Evaluate the influences that drivers of change have on organisational behaviour. 3  Determine how barriers to change influence leadership decision-making. 4  Apply a range of leadership approaches to a change initiative.

Essential Content

What is change in a business context?

How does position and perception influence a view of change as negative or positive?

To include structural and strategic, and people and processes.

Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysis.

To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis.

Considering the psychological impact of change on people.

How change impacts on team dynamics and how people are led and managed.

Using analytical tools such as PEST and SWOT.

Selecting the most significant drivers in a given context.

Using systems theory and continuous improvement models to predict and proactively plan for change.

Using the Burke-Litwen model to make the change process efficient and effective.

Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.

Adaptive and constructive change.

Using a force field analysis to understand likely opposition and support for change in a contemporary context.

Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers.

Doing the right thing is important when dealing with change as change mostly affects people. Decisions should be considered with this in mind.

The context of a task/activity/challenge determines the appropriate leadership style/approach.

Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.

When change is imposed then these opportunities are reduced or even negated.

The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership.

Learning Outcomes and Assessment Criteria

Recommended resources.

LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.

MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: a Practitioner's Guide for OD and HR. London: Kogan Page.

NORTHOUSE, P. G. (2010) Leadership Theory and Practice. 5th Ed. London: SAGE.

PENDLETON, D. and FURNHAM, A. (2012) Leadership: All You Need to Know. London: Palgrave Macmillan.

STANFORD, N. (2013) Organization Design: Engaging with Change. 2nd Ed. London: Routledge.

Journal of Change Management

Journal of Organisational Change Management

This unit links to the following related units:

Unit 4: Management and Operations

Unit 12: Organisational Behaviour

Unit 20: Employee Relations

Unit 21: Strategic Human Resource Management

Unit 35: Developing Individuals, Teams and Organisations

Unit 36: Human Resources – Value and Contribution to Organisational Success

Understanding and Leading Change

Credit value: 15 credits.

The aim of this unit is to prepare students to anticipate, plan and deliver organisational change. In addition students will be able to predetermine appropriate and timely interventions required to maximise the benefits and minimise the risk of organisational change.   

1. Compare ways in which change impacts on an organisation’s strategy and operations.

2. Evaluate the influences that drivers of change have on organisational behaviour.    

3. Determine how barriers to change influence leadership decision-making.    

4. Apply a range of leadership approaches to a change initiative.    

•  Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis. 
•  Critically evaluate the use of force field analysis in the context of meeting organisational objectives.    
•  Critically evaluate the effectiveness of leadership approaches and models of change management. 
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Unit 17 Understanding and Leading Change Assignment Sample – BTEC-HND-LEVEL 4

Management units prepare students to predict, plan and implement changes in an organizational context. Students will be able to pre-assume appropriate measures to maximize risk mitigation and benefits related to organizational changes. On completing the assignment, students will be able to support senior-level management.

It helps them to make decisions that affect the financial growth of an organization. The knowledge, understanding, and skill set that students will gain on completing this unit will enhance their career opportunities. It helps them to determine whether to set up their own business or be employed by an organization.

They will be able to contribute towards changing initiatives and considering changes in strategies to mold the resistant forces.

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Assignment solutions of Unit 17 Understanding and Leading Change

A company’s financial health is often impacted by changes in its business environment, which is why it is so important to understand what type of risk and how to mitigate it. Some organizations are considering changes in their strategies and plans for sustainability, including looking at how to achieve better results in the global market through organizational changes. This can allow businesses to evolve and grow with regard to sustainability.

Headquartered in London, Marks and Spencer Group is a global retailer that sells clothes, food, and home products. In 1884 M&S was established by Thomas Spencer, and Michael Marks in Leeds, UK. It has more than 959 stores across the UK, of which 615 stores sell only food items.

This assignment explains the changes experienced by M&S while operating across global markets. For that purpose, the report explores case studies on changes in the marketing strategies of the firm. This report provides information related to factors that trigger changes and their impact on M&S.

It likewise explains the effect of leadership on organizational growth and the impact of changes in the behavior of individuals. It states how the effect of changes gets effectively reduced and associated theories and models.

P1: Compare different situations where there has been an impact of change on an organization’s strategy.

This section assesses the change drivers for M&S; change drivers refer to the conditions or factors that are credible for creating differences in the normal functionalities of an organization. Units in organizational management help one to realize that the change driver varies from one business to the other. An organization may have different change drivers, and M&S has the following change drivers:

• Political factors in the UK affect M&S and allow the business to rethink its market plans and approaches.
• The financial vulnerabilities of a country or a state can change drivers for M&S.
• It would not be wrong to state that technological advancements can be the reason behind changes in an organization. A time may come when M&S has to shed its existing technology and adopt new techniques and technology.

Changes in organizational structure

Organizational changes are responsible for affecting the existing strategies drastically. Research proves that changes in situations Allow businesses to develop new strategies and approaches. Taking into account the existing strategies, one can claim that changes in situations require the improvisation of techniques.

Changes are credible for affecting strategies in almost all departments of enterprises. Strategic management may include development and growth policies, changing organizational structure, Employee counts, and modification of policies. In this way, emerging changes affect the Strategies developed to target sustainability and growth in the global market.

Overview of Marks and Spencer case study

Case studies associated with Mark and Spencer’s explicitly mention change drivers, and impacts on changes of an organization. Major findings from the case studies are as follows:

In 2016 the countries in European Union participated in a referendum that was organized in the United Kingdom. In the conferences, the UK left European Union and decided to establish a sole Economy across the world. It was one of the major decisions taken by the UK government that resulted in horrible economic and political conditions in the nation.

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How the UK Political relations got affected due to the 2016 referendum.

The case study discloses that the political relations of the UK with other member countries of the EU worsened after the referendum. The majority of the member countries possessed a tough attitude towards organizations based in the UK.

There was an economic downturn in the United Kingdom that adversely affected the Businesses in the country.

Mark and Spencer’s, the popular Departmental Store chain in the UK, experienced vulnerability due to changes in the Socioeconomic and political structure in the nation.

Global Financial and economic crisis in 2007

Mark and Spencer faced a changing situation in the UK market in 2007.

Due to the USA mortgage bubble in 2007, organizations lost much of their business revenue, and depressive Conditions emerged globally that affected the International Organization. Research discloses that Mark and Spencer manage a huge number of outlets in the USA that got adversely affected by the financial crisis from 2007 to 2009. It mandated the organization to bring about changes in marketing strategies to sustain in the competent Global market.

How the economic crisis affected the organization.

Taking into account the economic crisis of 2007, managers in organizations got compelled to shut up their stores momentarily to compensate for their operational expenses. Mark and Spencer had to withdraw some of the products sold by it in markets. It had to replenish the product lines to meet the evolving situations. It was this time that the organization had to develop strategies to reduce the employee count. Reports show that the organization reduced employees to two-thirds of its initial count.

To manage evolving financial conditions, Mark and Spencer develop strategies that incorporate social responsibility. The organization promoted additional responsibilities that would meet the requirements of employees and consumers. It shows that changes in the business environment allowed the organization to face many situations and adopt new strategies.

In 2007 Mark and Spencer were one of the most expensive global brands. Prices of products went critically high, which affected product marketing and sales. Supply chain management got adversely affected by the economic crisis in 2007, leading to several vulnerabilities that necessitated changes in plans.

P2: How do the Internal and external change drivers affect leadership and task force

Internal and external change drivers affect the leadership and task force of Mark and Sponsors in several ways. Following are the ways how external and internal drivers of change affect organizational behavior

• Leadership changes: Change drivers allow the strategic managers of Mark and Sponsors to adopt new policies and strategies for inspiring staff members and achieving optimal performances.

Researchers state that during these changes, companies might face tough competition from their competitors. The situation may arise when companies need to switch from democratic to leadership for forceful implementation of the policies.

• Effect of behaviors: Change drivers influence individual and teams’ behavior, as the teams may resist the changes adopted by strategic managers to improve operations and productivity.

For this purpose, organizations and leaders might need to rethink their approaches for molding the attitude of the individuals towards changing situations.

• Effect of individuals: Taking into account the impact of change drivers towards individuals, reports demonstrate that workers and employers feel less motivated by the changes and have negative feelings or thoughts.

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P3: Probable measures to curb the negative effects of changes in organizational behavior

Refusing to change is a very common reaction when employees are asked to try different methods of management instead of implementing a new, personal idea. People often have problems in developing a new concept of how management should work. Instead of going with an idea that involves changing things, people often have trouble accepting the new change and reorganizing those business elements that change necessitates. 

• Effective leadership: It is one of the ways to reduce negative organizational behavior. The report discloses that Mark and Spencer adopt situational leadership to change and implement policies within the enterprise.

Leaders of the enterprises need to outperform and demonstrate best leadership practices, as they get followed by their subordinates or staff members. So, leadership approaches are one of the most effective ways to thwart the adverse effects of changes.

• Apart from leadership approaches, Mark and Spencer’s ought to develop new plans and policies that would motivate employees to adopt best practices. Managers and leaders of the enterprise need to set aside provisions for training, and educational programs that would get the employees familiarized with new policies. Ultimately, it would minimize resistance to implementing changes within an organization.

Organizational changes affect Individuals working in it, and to reduce the negatives strategic managers need to develop programs to prepare for it. Training programs that help them to develop new skills and enhance their knowledge. It helps them to adopt changes in their job responsibilities.

Apart from this, there are several ways to manage organizational changes including complete replenishment and new development. It is all about portraying the practical condition and conveying the same to each employee.

M1: Identify the Change drivers for each of the scenarios mentioned above

From the above case study, students can find that several change drivers empower the strategic managers to adopt new policies; change drivers may include strategies adopted by the UK Government and others. Research demonstrated that political relationships affect the supply chain of Marks and Spencer, Which might necessitate the management to consider more effective strategies in the domestic market. Inflation and rising taxes are drivers of changes within the organization. Such conditions or approaches might compel the organization to reconsider the existing Policies and strategies to survive in the International and Domestic market.

M3: Apply suitable Strategies and policies to critically examine the Organizational response to changes.

Kurt Lewin states that organizational changes need not be complicated always. He proposed a three-stage model that depicts how an organization changes. His theory is easy to understand, practical and simple. The process initiates with the perception that the organization needs to change. Then it moves towards the new Level of organizational changes and encourages the new approach using norms and regulations.

• Unfreezing: This phase starts with the leaders and managers explaining the benefits of adopting changes in practices. Likewise, leaders need to prepare the employees by providing knowledge related to upcoming changes to resolve the conflicts and issues.
• Change: It is the phase where new practice gets followed, and strategies get incorporated.
• Refreezing: In this phase, management considers strategies for regulating the performance of the employees.

P4: Examine the barriers to changes and how they impact leadership decision-making

A Conflict of Interest within the Corporate Governance framework becomes evident when an officer or member of a committee has financial interests that diverge from the organizational objectives.

Conflict of interest causes deterioration in the trust of consumers and stakeholders. It makes the business vulnerable to corruption. Managers need to consider that change

Implementation depends mostly on organizational behavior. While the board needs to understand employee perspectives and make decisions based on the intentions of individuals and teams.

• Violations of Business ethics

It is the responsibility of the members of the committee to make decisions that serve the best interests of stakeholders. Furthermore, it is the moral obligation of the retail chain to safeguard the social well-being of others.

It includes the community of which they constitute. Reducing environmental pollution and abjuring production techniques that don’t comply with the UK labor standards are examples of how corporate governance and social wellbeing interrelate.

• Lack of Transparency

Mark and Spencer need to maintain a precise record of losses and profits and report them to the investors. Minimizing losses or maximizing profits harms the organization’s relationship with the stockholders.

It is because the stakeholders get prompted to take actions based on false evaluations. As such, M&S might need to compensate the regulatory agencies due to a lack of transparency.

• Lack of accountability

Accountability is an integral part of corporate governance. From the top-tier executive to the low-level clerks, each department and level of the company ought to be credible. They need to maintain a report of checks and financial transactions.

In short, stockholders should acknowledge measures taken by each level of the corporation. Without credibility, one division of the organization might affect the company’s overall growth. Stockholders may likewise lose interest in working with the company.

From the above information, we conclude that Management changes are practices that help to increase productivity and profitability within an organization. With leadership approaches, Mark and Spencer can implement change models that would enhance the success rate of the organization.

This report analyzes how the organization manages its operations in the domestic and international markets. This unit describes the effect of changes on individual and team behaviors. This unit likewise mentions the model and principles to reduce the effect of changes within an organization.

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It is a well-known fact that understanding and leading change helps participants prepare for the difficulties inherent in starting and executing change. As the business environment is constantly changing, it is critical to recognize market circumstances and make necessary adjustments to guarantee the firm's growth and success (Schell, 2019). Tesco was chosen to illustrate this notion since it is a British multinational retailer of groceries and general products. This study discusses a variety of issues, including how change affects a corporation's strategy and operations, how drivers of change influence organizational behavior, and how obstacles to change impact leadership decision making. Apart from that, it explains how to employ a variety of leadership styles while directing a change project. The study also considers the organizational example of Tesco and Marks & Spencer to analyse and compare the impact of change in each of the organization’s strategy and process. The various leadership approaches that are incorporated to manage change within organizational context are also outlined in the following report.

LO1 Compare ways by which change impacts on an organisation's operation and strategy

P1 Compare various organisational examples where there has been an effect of change on an organisation'soperations and strategy

Organizational process is designed in order to fulfill corporate goals, and it is critical for companies to build an effective plan that is tailored to the operating procedures so that work may be completed efficiently(Choromides, 2018). To flourish in a dynamic environment, it is critical to analyze demand and preferences in order to create policies that promote the corporation's development. Operational procedures differ as per the nature, size, industry, and kind of business. It is needed to do research into the variables that influence and impact the company's management and operations in order to ensure long-term viability in the external environment. Tesco built their brand image on the basis of cheap prices and outstanding service. In contrast to Sainsbury's and Marks & Spencer, Tesco enhanced its brand image by using the brand's power, approval ratings, and originality of brand connection (Awadari and Kanwal, 2019). Tesco achieves customer happiness through improving their employee service, which aligns with the Tesco motto "Everything little helps". Moreover, Tesco generated value for the customer in order to win their lifetime loyalty (Awadari and Kanwal, 2019). This implies that Tesco will do all necessary to meet the customer's needs but will place a priority on service; as a consequence, Tesco will earn the customer's brand loyalty. The significant changes which are adopted by Tesco in comparison to other organizations are listed below:

M1 Assess the various drivers for change in each of the given examples and the types of organisational change they have affected

Technology, consumer preferences, regulations, competition movements, and supplier and sourcing instability are all factors that influence change in an organization. For instance, in Tesco the change in technology and competitive pressure have forced the organization to adopt self-scan checkouts to reduce lines in its shops (Awadari and Kanwal, 2019). This technology enables retailers to enhance customer experience and the entire store experience while also controlling operating expenses as they continue to evolve with an expanding variety of goods and in-store, online, and mobile purchasing channels.

Furthermore, the main driver of change in the organization Marks & Spencers includes the growing competitiveness that it faces from its competitors that has made the organization opt for online delivery for its product to sustain in the retail market in UK. This has led the organization to decrease expenses by at least £350 million by becoming more efficient and reducing waste, while also accelerating its shop closure plans (Heikkurinen, Young, and Morgan, 2019). M&S is currently recommending reforms and the establishment of a new retail management structure that is continuously enhanced via the elimination of redundant roles, the establishment of clear leadership responsibility, and the refocus of retail teams on the consumer. The proposed adjustments would impact 950 jobs across all sectors and central operations, as well as property and store management.

LO2 Evaluate the influences that drivers of change have on organisational behavior

P2 analyze the ways in which external and internal drivers of change impact leadership, team and individual behaviours in an organisation.

Internal and external factors have a significant impact on a business's success or failure. While business leaders cannot control external variables, they should be able to foresee and adapt to them in order to maintain the viability of their companies. However, company owners and executives do have significant control over the internal variables that affect a firm, and their handling of these internal issues will have a big effect on their businesses' future success. External influences affecting organizations include political, economic, social, and technical issues (Blanco-Portela et al., 2017). Internal variables affecting a team's performance also define how an organization interacts with its external environment in these areas. Leaders who are able to learn and effectively communicate with their team may also learn from and communicate effectively with their team's environment, leading in an interchange of ideas that benefits both the team and the company. TESCO has been able to apply its methods successfully and efficiently over the years to become one of the world's largest retailers. Both internal and external factors contributed to the transformation at TESCO. The following sections cover the primary triggers:

Effects on leadership: Change drivers may enable Tesco's leaders to explore novel methods for motivating team members and achieving peak performance (Miao et al., 2018). One might claim that at times of transition, organizational leaders may face stiff opposition from their followers. Not only that, but there may be instances when Tesco's leadership should be shifted from democratic to authoritarian in order to forcefully execute the change.

Effects on team behaviours: Change drivers may well have a significant impact on team behaviors at Tesco. One might argue that team members may oppose improvements to their functioning and productivity that are needed (Blanco-Portela et al., 2017). As a result, companies and managers may need to rethink their strategies for modifying team behaviors in response to new circumstances.

Effects on individual behaviors: When analyzing the implications of change drivers on individuals, it is fair to presume that employers and employees in the organization will become less motivated to participate in the change and acquire a negative attitude about the change (Evans and Mason, 2018).

P3 Evaluate measures which can be incorporated to minimise negative effects of change on organisational behaviour

Tesco may consider a number of steps to mitigate the negative effects of emerging changes on organizational behaviors. These measures are described in more detail below.

Effective leadership: Effective leadership is among the most effective strategies for mitigating the negative effects of change on organizational behaviors. As per the research, executives at Marks and Spencer must develop situational leadership in order to successfully execute change strategies within the organization (Al-Ali et al., 2017). Not only that, but leaders within the organization are also required to provide an example of excellence by demonstrating best practices that may be emulated by workers or team members. Thus, leadership style is a critical element in minimize the impacts of change.

Strong plan development: In addition to enhanced leadership, Tesco is required to develop plans and strategies that will encourage workers to adopt new practices. Not only has this occurred, but leaders and managers inside an organization have required the development of educational and training programs. This manner, Tesco's workers will become accustomed to the new practices and changes, gradually reducing resistance to change implementation.

Effective Communication of Change Plans: Among the worst outcomes of a change management process is the spread of misconceptions and gossip among staff in the devoid of clear and consistent management communication (Stouten, Rousseau and De Cremer, 2018). Having a communications plan in place and utilizing a variety of communication tools to ensure that the employees are informed well about change's prime purpose is critical for Tesco to minimize negative effect of the change.

M2 critically analyse the longterm implications of external and internal drivers of change in an organizational context

TESCO has been able to deploy its methods successfully and efficiently throughout the years to be one of the world's largest retailers. Both internal and external factors led to the transformation at TESCO. The following sections cover the primary triggers:

Creation of Customer Value: As part of TESCO's goal to maintain current existing customers and attract new, the Company decided to add value to their shopping experience. As a response, the self-checkout system was implemented (Awadari and Kanwal, 2019). TESCO wanted to enhance the shopping experience for its consumers.

An expanding customer base: TESCO's success may be attributed to a variety of reasons, one of which is its rapidly expanding client base. Self-checkout was developed to alleviate congestion at Checkouts. Customers no longer have to wait in long, tedious lines to pay for their purchases thanks to the introduction of self-checkout (Evans and Mason, 2018). They can utilize self-checkout, which is fast and convenient, particularly if the client just buys a few things.

Innovations in technology: With the advancement of technology, it is important for all organizations to improve their technologies if they want to succeed. TESCO introduced self-checkout to increase operational efficiency (Evans and Mason, 2018).

Competition: Competition between companies is a frequent catalyst for development in the majority of industries. TESCO developed the self-checkout technology in order to acquire a competitive edge over its rivals (Choromides, 2018). This also resulted in market difference, as TESCO differentiated itself from other shops via the adoption of the self-checkout system.

LO3 Determine how barriers to change influence leadership decision-making

P4 elaborate various barriers for change and evaluate how they impact leadership decision-making in a chosen organisational context.

• Involvement of Employees

This is probably the most prevalent impediment to change management that Tesco may face. Employees have an inherent dread of change, and unless they have been actively engaged in the change process, even for the most devoted member of your staff is likely to oppose the change. The most common problem made by some companies is a failure to involve workers in the transformation process (Kimani, 2020). This promotes dread of the unknown, apathy in embracing a new culture, and eventually a total resistance to change. This also has an effect on organizational leaders' decision-making, since employee involvement is a necessary component of change management.

• Inadequate Communication Strategy

Certain businesses lack an efficient communication strategy. Indeed, some top leaders usually believe that once they announce a change, employees will adapt and be prepared to begin. This is the dumbest method to introduce change, and hence the reason for the change's strong opposition(Stouten, Rousseau and De Cremer, 2018). These barriers have an impact on leadership decision-making when they are perceived to be significant enough to result in the failure of the change effort.

• Ineffective Cultural Shift Planning

Occasionally, the planning staff is totally unaware of how the change will impact individuals. Obviously, the team will focus exclusively on planning the administrative organization, work area duties, job obligations, and job reporting structure at this stage (Awadari and Kanwal, 2019). Almost always, the planning team sees things based on emotions and intuitions. This totally ignores how people feel, reason, and operates, thus forming a gap to change.

M3 Incorporate “force field analysis” to evaluate the driving and resisting forces and demonstrate how they impact decision-making in a chosen organisational context

Kurt Lewin's Force-Field Theory, which asserts that organizations are balanced between forces for and against change, provides a perspective through which managers may bring about change in their companies (Krzysztof, 2018). The driving forces for the change management of Tesco include:

Effective leadership: Tesco's management adopted a democratic form of leadership, dubbed participatory leadership, in which employees' views are recognized throughout decision-making (Miao et al., 2018). Tesco's leadership encourages its people, and as a result, the organization continues to manage change well.

Technological factors: With technological advancements, it is critical for all businesses to improve their technologies if they wish to flourish. To improve operational efficiency, TESCO used self-checkout.

Customers: The success of TESCO may be attributed to a multitude of factors, one of which is the company's continually increasing customer base. Self-checkout was designed to relieve congestion at checkpoints (Rinta-Kahila et al., 2021). Due to the advent of self-checkout, customers no longer have to wait in lengthy, tiresome queues to pay for their purchases.

Human Resources: Tesco's human resources team's primary objective is to continuously enhance the skills and quality of its workers in order for them to offer as much as possible to the business (Lee, Looi and Woo, 2018). They guarantee that workers maximize their potential and provide their all to the organization's success.

The resisting forces for the process of change management and leadership include:

Absence of communication strategy: Tesco does not have an effective communication strategy. Indeed, senior executives frequently believe that once a change is announced, people will adjust and be prepared to begin (Stouten, Rousseau and De Cremer, 2018). This is the most illogical way to bring change, which explains why the change faces such tremendous opposition.

Ineffective planning: Ineffective planning for change integration is another resistant force that is likely to have an influence on the organization's change implementation and management.

LO4 Apply a range of leadership approaches to a change initiative

P5 Incorporate various leadership approaches to dealing with change in a range of organisational contexts

The transformational and situational leadership approach can be incorporated to manage change in retail organizations like TESCO.

Situational Leadership Approach:

The situational leadership approach claims that there is no one ideal way to lead people and highlights that a leader's style and conduct must be determined by his or her followers' qualities. Specifically, the situational approach to leadership model teaches leaders how and where to show the most successful leadership style depending on their followers' preparedness. This approach asserts that when a leader's behaviors are matched to his or her followers' skill, willingness, and degree of confidence, the leader will extract optimum performance from them(Walls, 2019). Tesco may adopt this approach to instill organizational culture and promote more effective leadership in order to manage change.

Transformational Leadership Approach:

Transformational leadership is defined as a leadership style that results in good change for both people and social systems. It’s ideal form leads to significant and beneficial change in disciples, with the main goal of converting followers into leaders. Transformational leadership encourages members of a group in emerging into individuals who look beyond their personal self-actualization and self-interests to the team's or institution's larger benefit (Tabassi et al., 2017).The leader promotes the moral growth of his followers in order for them to absorb these same values and beliefs. Thus, this approach of leadership seeks to encourage employees to follow positive change, which will in turn enable Tesco to effectively manage change in the organization.

M4 Analyse the extent to which leadership approaches can offer organisational change properly applying appropriate models

Tesco desired to implement self checkout systems progressively in order to reduce change resistance and improve competitive power. To implement the new initiative, the strategic manager chose Kotters change model since the change initiative should be implemented progressively over a short period of time. Furthermore, this change endeavor involves minor technology changes, and this organizational change is suitable for such adjustments as well. Tesco has launched the following change initiative.

Create a sense of urgency

Tesco decided that it needed to improve the competitive position and enhance customer service in order to maintain its market leadership position. As a consequence, it sought for new technologies that might help cut costs and enhance customer service, as technology is rapidly evolving (Kang et al., 2020). Market & Spencer launched a new technology self-checkout system in 2002, which Tesco closely monitored. As a result, Tesco decided to implement a self-checkout system as a change initiative.

Form a team for a power coalition

It formed a group comprised of an area manager, supervisor, and trade union representative with the power and authority to effect meaningful change.

Create a distinct vision

The company's new vision is to be profitable, to deliver excellent customer service, and to embrace technology.

Communicate the vision

To create a vision, the team used the company's website and cascaded the information from the area manager to the supervisor, who then held meetings with the other workers to discuss the aims.

Empower others to carry out their vision

Change managers conduct education and training programs to instill the importance of self out systems and to assist employees in overcoming obstacles. Special education sessions have been organized for workers who were obstructing progress (Rajan and Ganesan,2017). The company announced awards for employees from each store who helped to make the goals a reality.

Create short-term wins

Following the conclusion of the trail project, Tesco released a report on its website and stories were published in the press.

Consolidating gains and generating more change

Institutionalize the new approaches

To conclude, it can be stated that change management and leading change forms an integral part for an organization’s success. This study investigates a number of topics, including how change impacts a corporation's strategy and operations, how change drivers influence organizational behavior, and also how change impediments affect leadership decision-making. Apart from that, it illustrates how to manage a change project effectively by utilizing a variety of leadership styles. Additionally, the study uses Tesco and Marks & Spencer as organizational examples to evaluate and evaluate the impact of change on each organization's strategy and processes.

Al-Ali, A.A., Singh, S.K., Al-Nahyan, M. and Sohal, A.S., 2017. Change management through leadership: the mediating role of organizational culture.  International Journal of Organizational Analysis .

Awadari, A.C. and Kanwal, S., 2019. Employee participation in organizational change: A case of Tesco PLC.  International Journal of Financial, Accounting, and Management ,  1 (2), pp.91-99.

Bailey, M., Spencer, N., Smith, N., Aftab, M., Knott, C. and Sams, P., 2018, May. Framing strategic value through design-led innovation practice. In  DS92: Proceedings of the DESIGN 2018 15th International Design Conference  (Vol. 15, pp. 1781-1792). University of Zagreb.

Blanco-Portela, N., Benayas, J., Pertierra, L.R. and Lozano, R., 2017. Towards the integration of sustainability in Higher Education Institutions: A review of drivers of and barriers to organisational change and their comparison against those found of companies.  Journal of Cleaner Production ,  166 , pp.563-578.

Choromides, C., 2018. Leadership and change management: A cross-cultural perspective.  International Journal of Entrepreneurial Behavior & Research .

Evans, B. and Mason, R., 2018.  The lean supply chain: managing the challenge at Tesco . Kogan Page Publishers.

Heikkurinen, P., Young, C.W. and Morgan, E., 2019. Business for sustainable change: Extending eco-efficiency and eco-sufficiency strategies to consumers.  Journal of Cleaner Production ,  218 , pp.656-664.

Kang, S.P., Chen, Y., Svihla, V., Gallup, A., Ferris, K. and Datye, A.K., 2020. Guiding change in higher education: an emergent, iterative application of Kotter’s change model.  Studies in Higher Education , pp.1-20.

Kimani, S., 2020. Barriers to Implementing Customer Service Strategy. In  Customer Service Management in Africa  (pp. 71-85). Productivity Press.

Krzysztof, K., 2018.  Attitude toward public sculpture as a group dynamic process adaptation of the Kurt Lewin's force field concept into art theory  (Doctoral dissertation, Ulster University).

Lee, S.Y., Looi, N.Y. and Woo, C.Y., 2018.  Factors that influence consumers’ acceptance towards Self-Checkout System (SCS) in hypermarket Malaysia  (Doctoral dissertation, UTAR).

Miao, Q., Newman, A., Schwarz, G. and Cooper, B., 2018. How leadership and public service motivation enhance innovative behavior.  Public Administration Review ,  78 (1), pp.71-81.

Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter's change management framework.  Asian Journal of Research in Business Economics and Management ,  7 (7), pp.181-203.

Rinta-Kahila, T., Penttinen, E., Kumar, A. and Janakiraman, R., 2021. Customer reactions to self-checkout discontinuance.  Journal of Retailing and Consumer Services ,  61 , p.102498.

Schell, W.J., 2019. Leadership and change management. In  Traffic Safety Culture . Emerald Publishing Limited.

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.

Tabassi, A.A., Roufechaei, K.M., Bakar, A.H.A. and Yusof, N.A., 2017. Linking team condition and team performance: A transformational leadership approach.  Project Management Journal ,  48 (2), pp.22-38.

Walls, E., 2019. The value of situational leadership.  Community practitioner: the journal of the Community Practitioners'& Health Visitors' Association ,  92 (2), pp.31-33.

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Unit 17 Understanding and Leading Change

Quick upload, introduction.

The aim of this unit is to prepare students to anticipate, plan and deliver organisational change. In addition students will be able to predetermine appropriate and timely interventions required to maximise the benefits and minimise the risk of organisational change. On successful completion of this unit students will have developed sufficient knowledge and understanding of leadership in the context of organisational change to make an effective and immediate contribution to the way in which an organisation determines and responds to change drivers. Students will also be in a strong position to contribute to change initiatives as well as to consider the strategies required to change resistors.

Learning outcomes

Lo1 compare ways in which change impacts on an organisation’s strategy and operations, change as a constant requirement:.

• What is change in a business context?
• How does position and perception influence a view of change as negative or positive?

Types of organisational change:

• To include structural and strategic, and people and processes.

Drivers of change:

• Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysis.

Dealing with change:

• To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis

LO2 Evaluate the influences that drivers of change have on organisation behaviour

Change and the impact on organisational behaviour:.

• Considering the psychological impact of change on people.
• How change impacts on team dynamics and how people are led and managed.

Recognising drivers of change:

• Using analytical tools such as PEST and SWOT.
• Selecting the most significant drivers in a given context.

Responding to drivers of change:

• Using systems theory and continuous improvement models to predict and proactively plan for change.
• Using the Burke-Litwen model to make the change process efficient and effective.

LO3 Determine how barriers to change influence leadership decision-making

Initiated or imposed change:.

• Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.
• Adaptive and constructive change.

Barriers and resistance to change:

• Using a force field analysis to understand likely opposition and support for change in a contemporary context.
• Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers.

Leadership and decision-making:

• Doing the right thing is important when dealing with change as change mostly affects people. Decisions should be considered with this in mind.

LO4 Apply a range of leadership approaches to a change initiative

Situational leadership:.

• The context of a task/activity/challenge determines the appropriate leadership style/approach.

Initiating change:

• Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.
• When change is imposed then these opportunities are reduced or even negated.

Change theories, concepts and models:

• The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership.
• LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.
• MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: a Practitioner's Guide for OD and HR. London: Kogan Page. ?
• Journal of Change Management
• Journal of Organisational Change Management

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Unit 17 Understanding and Leading Change Level 5

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Introduction

Change in an important part of every organisation that makes great impact on the growth of a business. While making focus on various way of change, it can be said that there are two ways of change such as internal and external change that highly affect the operations and profitability level of a company. In order to analysis and understand t he leading change, it can be said that it includes such changes that highly affect the leadership styles which is an integral part of an organisation. This report analysis and complete understating of leading of change by taking the example of Hilton hotel who serve their services in a hospitality sector. Hilton hotel is considered the one of best and top 10 hotel in UK that highly affect the preference and way of attitude of employees and customers in a great extent by providing different kinds of products and services. This report also analysis an effective compares ion of ways in which change impact an organisation and its strategy or operation in a great level.  Furthermore, it also explains the evaluation of influence that drivers of change have on the organisation succession level. Furthermore, it also describes the various kinds of barriers that highly related to the change that make great impact on the growth of cited hotels in UK. At last, it also describes the various ranges of leadership approach so that manager of the cited hotel will be able to handle the different change the highly affect the leading style and operate in of the cited business in an effective manner.

P1 Comparison of different organisational examples in which impact of change on their operation and strategy

It is essential for every business to adopt the change in their operational activity. Change may be in the form of structural change, operational change and technological change that are not fixed in nature. While analysing the opposition and view of perception influence the change as a negative or positive manner, it can be said that if change is happened in the organisation,   there are mainly two type of responded has been collected by the manager from the employees. It may be positive or negative. While making focus on positive perception, it includes easily adaption of change in the behaviour and operations by the workers in an effective manner. On the other hand, negative perception includes demotivating between staff members, lack of transports, striker etc. Hence, it can be said that the views and perception highly affect the change in an organisation. Furthermore, while making focus on different change related organisations and examples, it includes various kinds of change, these are as follows:

Transformational change: It is a large scale transition to an exclusive state of operation affecting the complete organization. To maximise engagement, inspire workforce to don't forget what things about their employer are intrinsic regardless of its shape. Also called ‘essential alternate’.

Incremental change: continuous, small upgrades to an corporation made in an on-going way. This can be the end result of continuous development software which includes total first-class control.

Developmental change: Designed to increase the ability of the business enterprise without incurring good sized shifts in working structures or technique re-engineering. to maximise engagement, emphasize the stabilizing nature of the upgrades being made to the enterprise.

Remedial Change: It occurs in reaction to a problem, danger or assignment faced with the aid of an agency. Effectiveness of change efforts may be gauged surprisingly by using judging whether or not the hassle has been resolved. From time to time also known as unplanned adjustments (Ferkins,  Erakovic Mand McMorland, 2015).

Transformational change: It includes a re-imagining of an organization’s imaginative and prescient, organizing principles, and strategies, manner of working, products & services. requires enormous purchase-in from all levels of body of workers and is usually led in a pinnacle-down way. To maximize engagement, make sure communications about the transformation are clean coherent and steady.

Process and system related Change: Shifts to workflows, records pathways, resource allocation, and production structures designed to optimize how an organization creates and captures cost. Such adjustments may additionally require enormous behavior adjustments from people affected.

People and cultural change:  It mainly sports designed to influence the values, norms, roles assumptions, & management style that form the organization’s lifestyle to align with its assignment, vision and method. Designed to steer the way wherein human beings speak, inspire each other, technique troubles and paintings in groups. Commonly an extended-time period venture (Henderson, Gulati and Tushman, 2015).

Hence, it can be said that all types of changes are the some examples that highly affect the perception, structure and operation in an organisation. Fort examples: In case of culture change, it is essential for the organisation to adopt that strategy that will be beneficial for the employees and their growth. Hence, it can be said that change highly affect the views of the employees and directly relate to the successful completion of the strategy in an effecti

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Leading Change and Organizational Renewal

This course from Harvard Business School (HBS) Online will help you drive transformation in your organization by learning how to execute for today and innovate for tomorrow.

Associated Schools

Harvard Business School

What you'll learn.

Explore the roadblocks to change and how to overcome them

Analyze the root cause of your organization’s performance and opportunity gaps

Develop strategies for building an ambidextrous organization that can execute short-term success and long-term innovation

Build your organization’s architecture by understanding the relationship between its hardware (structure, processes, and systems) and its software (capabilities and culture)

Discover how to set strategy, improve execution, and lead innovation streams

Craft the right leadership style by knowing which levers shape organizational capabilities and how to use them

Course description

Leading Change and Organizational Renewal equips experienced team leaders with practical frameworks, tools, and skills to anticipate and respond to external shifts, overcome barriers to change, and drive transformation.

Instructors

Michael Tushman

Charles O’Reilly

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