This report examines the barriers to change within an organization, using Subway as a case study. It then analyzes different leadership approaches, such as Ken Blanchard's Situational Leadership Model and Lewin's Change Management Model, to effectively navigate change and achieve organizational goals.
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Understanding and leading change
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Table of Contents P4. Different barriers for change and their influence on leadership decision making................3 P5. Different leadership approaches dealing with change in organisation.................................4
INTRODUCTION Understanding and leading change is very important as it helps in analysing and identifying the needs of the market. Changes are very crucial for every organisation to survive in business environment. Organisation undertaken in this report is Subway which was founded in 1965 and deals in fast food industry. In this report, different barriers for change and their impact on decision making is explained. Later part of the report will define the various approaches dealing with change in organisation is explained. TASK P4. Different barriers for change and their influence on leadership decision making. The management will always want change because this will bring momentous impact on functioning of the organisation(Yoder-Wise,2014). While change is necessary, for the benefit of the organisation and people, still people resist to accept the change. Barriers or obstacles for implementing change in Subway will always make it difficult to execute the planned policies and programs. Following are the barriers for change discussed below :- Organisational complexity :The complexities includes complex processes, products and systems, etc. as they are quiet difficult for the employees of the Subway to understand. Leader will be accountable for breaking such barrier by introducing a keen and skill full approach to manage organisational growth and complexity. Leaders can do thisbyemployingpersevering,superiorandextremelyeffectualtaskandchange management(Van der Voet, and et. al., 2015). Technological barrier :Technology is the most important barrier in implementing changes. With the increase in development of technologies, it becomes very important for Subway to adopt the latest technological equipment in their functioning and operation to compete in the business environment. Leaders will guide and train the employees
regarding the functioning and operations of technology(Doppelt,2017). They will also communicate with the employees about the benefits of using technology and making work simpler and cost effective. Lack of employee involvement:If employees of the Subway are not motivated to work towards the attainment of goals and objectives of the organisation this will be one of the most crucial barrier in implementing change. This is because employees always resist the changes unless they are involved in the change process.Leader will take decisions regarding active involvement of employees with providing relevant, sufficient resources to drive them towards the change. This will help them in feeling comfortable and might become ready to adapt the change within the Subway. Lack of effective communication strategy:Organisations if not following proper and effective communication strategy then it will become very difficult for employees to get adapt to the changes. Some organisations think that they will communicate the change to the employees and they will accept and start working on that. But this is a very poor assumption as employees not only required to know about the changes but they are also required to be communicated about how those changes will affect their personal and professional life(Hillson and Murray-Webster, 2017). Leader will adopt effective communication strategy which will help employees in clarification of mission and vision with the relevant advantage of adopting changes. Unknown current state: Change is always difficult for organisation that lacks the idea of current state. If Subway is trying to implement and execute the changes without analysing the current and present understanding of the organisations programmes then the implemented change will become barrier for the organisation. In such conditions, leader will have to analyse and fully understand the present scenario of the organisation before implementing any change as this will become easier to plan and facilitate the future state of change. Bad cultural shift planning: Sometimes the planning is totally unaware that the change will affect people. The change management team will focus on planning administrative structure, area responsibility, job responsibility and working culture and structure. So planning team fails to make decisions onfeelings and intuitions. To overcome this barrier is to understand that organisation must not overlook the feelings of the employees.
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Resistance to change: People become flexible with the ongoing methods and structures of organisation and they resist to accept the changes. When they resist, it becomes difficult for the company to implement and execute the changes. P5. Different leadership approaches dealing with change in organisation. A leaders involvement in change is critical to the success of change management. It emphasis on effects that leadership generates for the organisation. In present world, manager consider leaders as an instrument with great potential for shaping the organisation(Bascia and Hargreaves, 2014). Their attentiveness is changed towards the style, model or strategy of leadershipthat will help in initiating change.There are various model and approaches that Subway will use in dealing with changes and they are discussed below : Situational analysis of Ken Blanchard's It is an accommodative leadership style.This encourages leaders to take stock of their team members, analyse the various variables at the workplace and selecting the appropriate leadership style that suits the best in accomplishing goals and objectives of Subway. Ken Blanchard situational model outlinesfour leadership styles that can be adopted by Subway depending upon the various situations and tasks. This has two fundamental approaches namely individual style and performance readiness. Following are the styles discussed below:- Individual style Directing: This is denoted as S1 in the model. This explains that an individual lacks the specific skills which are required for thejobs and they are willing to work at the task. They are enthusiastic. In this leader will deal with employees that lacks the competency. Further the employees will receive a lot of direction from the leader for the task which they have not fulfilled as per the expectations. Thus, it becomes important that all the instructions are clear to the people, Coaching: This is denoted as S2 in the model. With the help of appropriate coaching, individuals in Subway will be able to do the task effectively. Though they will be demotivated so high level of motivation is required. In this, leader actually assign the task to the employeesand convince them that they are able to do the work. Further, the employees wants to work in this level, but could not due to the lack of appropriate skills and competencies.
Supporting: This is denoted as S3 in the model. With support, individuals will be able to gaintheexperiencebutlackstheconfidenceandunwillingtotakechargeor responsibility. In this, employees are qualified enough to work but they are unwilling to perform the task due to the various work. Delegating: It is denoted with S4. This is regarded as the best situation because in this individuals working in subway are experienced, comfortable, ability to do the task and take responsibilities(Alvesson and Sveningsson, 2015). It is a good idea as leader discusses the final goals with the employees regarding the implementation and execution of the plans and programs. Development levels Different levels are used to describe the competency and commitment and they are discussed below:- D1: It refers to the low competency level with high commitment. D2: It has low commitment with low competency. D3: High competency with higher commitment. D4: High competency and high commitment. Lewin's model for change It is the most important and and effective model of change management that makes organisation understand the organisational and structured change. This model emphasis on behaviour modification of people and employee. This model has three stages which are necessary for leading change and they are discussed below : Unfreeze stage: At this stage people faces some issues which focuses on the need for change. This makes them realise that something is going to change and they need to understand the importance of accepting those changes. Change stage: It is important for the organisation to understand that change is implemented successfully. This stage is also known as moving stage because it causes a ripple effect in the company. It further concentrates on making people understand the importance of change by implementing it in a shorter time. Refreeze stage: When change is implemented successfully at change state then people revert back to their old system and process of working so it becomes advisable to make proper arrangements and carry out interim evaluations and monitor the same. Only then
the new situations can be stabilised and employees will realise that there is no option of going back. In order to guide their employees, leader will motivate their followers.This model tends to acts as a positioning of improvement as an evolutionary form promotion in development. In this process, individuals moves from developing stage to developed stage. This approach helped Subwayinadoptingautomationanddigitaltechnology.Astheorganisationchangesits operations and functions and adopts technology and further use of NFS technology, the model helps in smooth operations. This model also helps in adopting technology which reduces the cost of production in Subway and increases efficiency and effectiveness. CONCLUSION The above report concluded the various barriers which affect the decision making and different leadership approaches are discussed which explains the importance of changes in an organisation and how organisation deals with those changes are described in detail.
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REFRENCES Books and journals Yoder-Wise, P.S., 2014.Leading and managing in nursing-E-Book. Elsevier Health Sciences. Van der Voet, and et. al., 2015. Held back and pushed forward: leading change in a complex publicsector environment.Journalof OrganizationalChangeManagement.28(2). pp.290-300. Doppelt, B., 2017.Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge. Hillson,D.andMurray-Webster,R.,2017.Understandingandmanagingriskattitude. Routledge. Bascia, N. and Hargreaves, A., 2014.The sharp edge of educational change: Teaching, leading and the realities of reform. Routledge. Alvesson, M. and Sveningsson, S., 2015.Changing organizational culture: Cultural change work in progress. Routledge.