Change Management Techniques, Team Development, and Leadership Skills

This report discusses change management techniques, team development, and leadership skills required for organizational development in the context of Woolworth, an Australian supermarket chain.

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Contents
INTRODUCTION.......................................................................................................................................3
MAIN BODY..............................................................................................................................................3
Change management techniques..............................................................................................................3
Team development and training activities...............................................................................................4
Leadership skills......................................................................................................................................5
CONCLUSION...........................................................................................................................................6
REFERENCES............................................................................................................................................7

INTRODUCTION
An individual factor which contributes is involved in employee structure by either
cooperating with or rewarding procedures to make it more effective. Everyone intends his or her
efficiency, respond appropriately to mentoring, and interact thoughts and perspectives publicly
(Bisbe and Sivabalan, 2017). This report based on the Woolworth is an Australian chain of
supermarket and grocery stores which was founded in 1924. In this report consist of change
management techniques, team development and training activities and leadership skills required
to gain trust and acceptance of employees in context of selected organisation.
MAIN BODY
Change management techniques
Change management is the process, tools and techniques for people management change
effectively the corporate goals they necessitate. Change management integrates the
organizational tools that can be used to make this project a success transformations that outcome
in the transformation being adopted as well as realized. In context of Woolworths carry out any
changes in their business so they are applying these techniques such as:
Force field analysis: Force field analysis is a technique that can be used to recognize, evaluate
and report services that influenced or reject a strategy for change. It was wanted to introduce by a
social psychologist Kurt Lewin in the 1940s and is generally linked to attempting to make go or
no-go choices about highly destabilizing changes in society. A force can either help attain the
overall goal (driving force) or block attainment of the goal (hindrance force). Institutions are a
structure of interactive and dynamic groups pushing in different ways as per Kurt Lewin. For any
effective change initiative, the key drivers must surpass the obstacles and thus transition the
equilibrium. Woolworth applies this technique for technology changes and enhances the chances
of success through promotion and weakening the hindering forces (Görög, 2016).
Lewin change model: Lewin's Model of Change Management is a simplistic and easy-to
- understand structure for change management. It begins with creating the inspiration (unfreeze)
for transformation. People start moving via the period of transformation by supporting clear

communication and motivating women to adopt innovative methods (change) of continuing to
work. This model applies by the Woolworth and leader helps to different types of employees to
adapt the changes. It has been categorized in three sections such as:
 Unfreezing: This is initial stage. They have to increase awareness on why it is essential
well before task can be performed. During that stage everyone from procedures to
governance forms should be evaluated and demonstrated to the staff members.
 Changing: This is the phase where genuine change takes place. Throughout that time,
participants will know new behaviors, procedures, and mindsets.
 Refreezing: It is time to legitimize the new behavior, procedures, objectives, etc. The
Woolworth must ensure that the change put in place is not wasted and is integrated into
the organizational culture.
Stakeholder analysis: This change management technique for Stakeholder Analysis
records the complete list of interested parties that will be affected, affected or effect the
organizational change. This is done by dividing stakeholders, assessing their current required
affective commitment and documenting the difference between the two. An evaluation of
stakeholders enables Woolworth to address the needs and viewpoints of these decision-makers,
as well as many other persons influencing various construction phases (Hodgkinson, Hughes and
Arshad, 2016).
Team development and training activities
For the changes in organisation requires developing a team and providing training that
are mentioned below:
Investigation: Team building is an incremental process that involves everybody's collaboration
but it's also an ideal starting point. Get each on the same level. Use the Survey Monkey website
to allocate an unverified study to find out where group looks hardest hitting and where they need
help. Be clear that the intention is to build the team which is equally happy and more engaged.
The company doesn't want to get rumors happening unknowingly.
Set goals: A team needs guidance. If this brings three new customers each week, increases sales
by 10 percent, or decreases waste, each decent coach does have something to work towards.

Provide appropriate training: After develop a team set specific goals by the Woolworth that
achieve in particular time period. For this require to provide training and conduct all the
activities that helps to employees to implement changes in company easily (O'Gorman, Salmon
and Murphy, 2016).
Leadership skills
There are mentioned three leadership skills which are used by the Woolworth leader to
gain trust and acceptance from employees such as:
Communication: As a leader, it is necessary to be able to explain anything from company vision
to particular tasks to company members simply and clearly. Leaders have to grasp all methods of
communication including one-on-one, administrative, and packed-staff conversations, and also
telephone, email and social media communication. Able to listen is a huge channel of
communication. Thus, representatives should maintain a high level of communication amongst
themselves and their employees or team leaders, via an open-door policy or schedule time with
employees. Leaders must make themselves easily accessible frequently for discussions with staff
on problems and questions
Delegation skill: Leaders who attempt to take on several duties on their own will find it difficult
to get something done. Such leaders frequently fear that delegating tasks is a show of failure,
when it is in fact a result of a great president. Thus the, the leader must define each of members
personal productivity and schedule work to each worker terms of skills set by assigning
responsibility to members of staff.
Positivity skill: A positive atmosphere direct impact on the behavior on employees. In an office
a good outlook may go a far toward. They should be willing to joke at them if something doesn't
go much like scheduled; including during busy, stressful cycles, this creates new a positive and
productive work ecosystem. Unless workers feel that they have been working in a supportive
environment, those who will be more probable to choose to be at job, so they will be extra
inclined to cope with the complexity if necessary (Rosenbaum, More and Steane, 2018).

CONCLUSION
As per the above report it has been concluded that when an organization apply the
changes in the business so for this require applying the change management techniques and also
using different leadership skills to achieve trust from the employees.

REFERENCES
Books and Journal
Bisbe, J. and Sivabalan, P., 2017. Management control and trust in virtual settings: A case study
of a virtual new product development team. Management Accounting Research. 37.
pp.12-29.
Görög, M., 2016. A broader approach to organisational project management maturity
assessment. International Journal of Project Management. 34(8). pp.1658-1669.
Hodgkinson, I. R., Hughes, P. and Arshad, D., 2016. Strategy development: Driving
improvisation in Malaysia. Journal of World Business. 51(3). pp.379-390.
O'Gorman, E., Salmon, N. and Murphy, C. A., 2016. Schools as sanctuaries: A systematic
review of contextual factors which contribute to student retention in alternative
education. International journal of inclusive education. 20(5). pp.536-551.
Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change
management. Journal of Organizational Change Management.