Leading Change in Organizations

This assignment delves into the crucial topic of leading change within organizations. It examines various theoretical frameworks, practical strategies, and potential obstacles encountered during organizational transformation. The analysis draws upon scholarly research and real-world examples to illuminate the complexities of implementing change effectively. Students are encouraged to critically evaluate different leadership styles and approaches to driving positive change in diverse organizational contexts.

UNDERSTANDING AND
LEADING CHANGE

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Organisational impact and comparison of strategy and operation.........................................1
P2 External and internal drivers of change affect leadership, team and individual behaviour in
organisation.................................................................................................................................2
P3 Minimisation of negative impacts of organisational behaviour:............................................4
TASK 2............................................................................................................................................5
P4 Different barriers of change which influence decision making in leadership:......................5
TASK 3............................................................................................................................................7
P5 different leadership approaches that change organisational context: ....................................7
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Strategies and the operations of the Domino's and Pizza-Hut is taken into comparison in
this report by detailing on it. The impact whether it is positive or negative is explained. A focus
on the internal and the external factors that impacts Domino's and Pizza-Hut and the measures to
minimise the negative impacts are detailed in this report. Barriers of change with the help of
force field analysis in process of decision making is detailed.
TASK 1
P1 Organisational impact and comparison of strategy and operation
The changes opted in the strategy and operations of Domino's and Pizza hut reveals about
the result and the success of its functioning. As the time changes, modifications are done
according to the preferences that are in demand which raised the priority and popularity of
Domino's and Pizza hut (Doppelt, 2017).
Managing organisational changes and their impact: The changes made in the
organisation by managing them appropriately and leading them to achieve the positive and
negative impacts. Concentrating on the results to gain more in the future, changes are made in
the Domino's and Pizza hut but the efficiency and effectiveness in increasing profits revealed
about the decisions made by them. Domino's took off many employees to reduce the salary
drawn which increased in their profit. By increment in profit, the scope of door delivery is
reduced. On the other-side, Pizza-Hut earned high profit by making the changes in the taste and
the preferences according to the demand of the youngsters.
 Positive impact on Domino's and Pizza-Hut: The implementation made in the existing
methods of Domino's and Pizza-Hut influenced more number of people to move towards
it. The relevant information and strategies provided to the mangers of Domino's and
Pizza-Hut helped them to understand better about the modifications to be made in
handling the demand of the consumers. The youngsters as well as the elders got attracted
towards quality and quantity given by these two food sectors. This also helped both the
organisations for the rapid changes that are to be made in case of reduction in profits.
Changes made in the strategy and operation of Domino's and Pizza-Hut also helped in
rapidly overcoming problem of barriers. Exploring of varieties are the greatest
achievement gained by Domino's and Pizza-Hut. After making all the changes in strategy
and operations in managing the food sector, the quality and quantity provided in terms of
1

service attracted the consumers towards Domino's and Pizza-hut (Routledge.Fullan,
2014).
 Negative impact on Domino's and Pizza-Hut: As many numbers of people are involved
in the operations of Domino's and Pizza-Hut, it is time consuming while making
adaptations to get decided. In case of requirement of quick results, the more number of
involved people suggest different opinions which create barriers and hindrances in the
process of decision making (Sweigart, and et.al., 2016). To increase the profit, more
numbers of employees are hired which resulted in the increase in price of food products.
Many times, Domino's got failed in the effective operations and delivery of the food
products as it is time consuming. The strategies may put a negative impact by affecting
the profit earning capacity if they pay attention towards their own nutrition and health.
P2 External and internal drivers of change affect leadership, team and individual behaviour in
organisation
Internal drivers of change: With the help of SWOT analysis, the changes made within
organisation which drives the leadership, team and the individual behaviour.
 Strength: The strength of Domino's and Pizza-Hut is as they planned and made the
decisions effective and efficient. Exploring the variety of pizza under one roof helped
both food sectors to reach towards the desired goals. The unique skills are planned by
changing in the quality to be provided which made the organisation effective. The
greatest strength lies in leadership, and team work, as Domino's and Pizza-hut became
experts in knowing the needs and the demands of their own clients which helped them in
increasing profit for their organisation as well as the personal growth of the individuals
and leadership which improves effectiveness in their performance.
 Weakness: As the more numbers of people are involved in the organisation for providing
the services deliberately, it creates rapid requirement in modifications as per the needs of
clients. As the Domino's and Pizza- Hut increased far the weakness lies in effective in
delivering and communicating system in different places which can create confusions
with lack of knowledge in need of consumers (Vansina, and Vansina-Cobbaert, 2008).
 Opportunities: Domino's and Pizza-hut have the greatest opportunity for their long
existence as they won many hearts by providing services effectively. The wider
opportunity of leadership of Domino's and Pizza-Hut is to win the hearts of the
2

youngsters. The scope is wider with the long run functioning by the improvement in
knowledge of leaders and teams to serve better every next time.
 Threats: Threats for the leaders and team members is about the success of the taste and
liking by consumers. Though the changes and implementations are done according to the
consumers, leadership cannot measure the profitability and the individuals may or may
not proceed for modifications that are made. The team cannot be confident even after lots
of hard work and rapid decision-making about the adaptations (Organisational impact and
comparison of strategy and operation 2018).
External drivers of change: With the help of PESTLE analysis, external factors of change can
be explored.
 Political: political factors effects in terms of taxation policies and trade reform's ad the
policies and procedures changes with the different territories. Hence, the Domino's and
the Pizza-Hut has to face the political factors of different places as they widen up
themselves (Paglis, and Green, 2014).
 Economic impact: Both Domino's and Pizza-Hut has the economic impact as the rate of
exchanges changes with the every place according to the rules and policy. Still, the
leadership and team members and the individual has to plan accordingly by remaining
profitable. The growth of the economy has major impact with the earning capacity of
organisations.
 Social impact: Domino's and Pizza-Hut faced the social factors of the different places as
the taste ad preferences and the culture of the people varies with variation in places and
lifestyles. This affects the profit earning capacity of Domino's and Pizza-Hut.
 Technological impact: innovations made in the preparing the variations in Pizza's
Domino's and Pizza-Hut developed itself wider which explored them in leadership, as
team, and also as an individual.
 Legislative impact: Domino's and Pizza-Hut faced legal complications outside territories
for the achievement of the desired results and profits. The rules and procedures changes
with the changes in territories are accepted by Domino's and Pizza-Hut which helped
them to serve better to public.
3

P3 Minimisation of negative impacts of organisational behaviour:
To minimise the negative impacts of organisational behaviour the rapid decisions should
be adopted by Domino's and Pizza-Hut for potential in results. With the help of system and
continuous theory the past mistakes can be improved in order to avoid repetition in the future.
Leaders can notice the behaviour of the existing workers and teams for modifications in their
way of reactions and responds (External drivers of change 2016). The management can be
changed for the effective functioning of Domino's and Pizza-Hut. The negative impacts can be
reduced by knowing the changes from the consumers in the taste and p[references as well as in
the process of rendering services. The effective way of communication with the employees and
the consumers can lead the management to achieve the desired results.
 System theory: Domino's and Pizza-Hut are treated as a system under the process of
system theory. System theory helps the Domino's and Pizza-Hut to understand about the
operations that are taken place within their premises. Overall knowledge about the
Domino's and Pizza-Hut is gathered with the help of system theory. What affects and
creates barriers in accumulation of profit can be well known by leaders and management
of Domino's and Pizza-Hut. System theory can be either open or closed affecting the
environment. Closed system does not much affect as open system which indicates about
the resources that are used and equipments taken for preparation of Pizza's and the
employees and staff they are connected to the Domino's and Pizza-Hut.
 Continuous improvement theory: By attaining he continuous improvement this theory
helps the Domino's and Pizza-hut to concentrate on the small mistakes which affects
largely and wholly (Doppelt, 2017). Under continuous improvement theory there are six
modals which explains about the opportunities in improving the modifications and
implementations of new and innovative methods. The first and foremost principle
indicates about the small and required changes to be made instead of the bigger one's. By
this, the fear of risk remain less in case of small changes. Next the theory depends on
collecting the tricks and ideas from the existing workers as they face the consumers at
large by meeting their needs and they may well know about the changes to be done. Third
is implementations of the inexpensive methods which increases the improvements
automatically with less cost. Then the theory allows the employees to take responsibility
for the improvements that are to be made according to them. By this way their knowledge
4

can also be explored for the benefit of Domino's and Pizza-Hut. The fifth principle
indicates about the transparency of improvements. Which helps in enlarging the vision
and executes about the effectiveness of teamwork (Douglass, 2017). The final principle
of continuous improvement theory indicates about the repetition of the methods and the
measures that are opted for the benefit of Domino's and Pizza-Hut.
 Burke-Litwin modal: The environmental factors are considered as most important for
understanding the drivers for change. The increase in one factor will gradually put impact
on others by reduction is explained in Burke-Litwin modal. Including the external
environment with their policies and procedures affects the Domino's and Pizza-Hut by
means of trade reforms and legislations, by taxation policy etc., these factors are to be
drawn out (Chang,and et.al., 2017). Then set strategy for the accomplishment of mission
by effective leadership and culture of organisation by understanding the structure and the
effective work climate as whole is understood of Domino's and Pizza-Hut. The skills of
the individuals and capabilities are explored by meeting their needs and protecting their
values. By this way with the help of Burke-Litwin theory the employees of Domino's and
Pizza-Hut gets motivated.
TASK 2
P4 Different barriers of change which influence decision making in leadership:
Barriers of change: Changes have to make for the smooth and the effective functioning of
Domino's which helps in boosting the results and exploring the talents that are hidden. The
following are the points that creates barriers in different ways which influence in decision
making of leadership (McCalman, and Potter, 2015).
 Lack of employment involvement: The process of changing employees may create
barrier as the new culture may not meet the demand of the change. Domino's have a
greatest barrier in involvement of employment as the employee in the Domino's have less
scope to explore the views and ideas with the existing employees (Lagrange, and et.al.,
2016).
 Lack of effective communication strategy: The effective communication leads towards
development. Lack of communicating effectively pushed back Domino's in terms by
creating barriers. Management of Domino's changed the without any prior information
5

and included the new ones who are also not much effective in communicating which
created barriers at large.
 A bad culture shift planning: Without knowing about the positive and negative impacts
management shift planning by making modifications in them. The absence of knowledge
about the changes made in planning puts a greater impact in the result of the Domino's
(Salmond, and Forrester, 2015). Without focusing on objectives of Domino's when the
management changed the plans it created a greater hindrance among the customers to get
the new modifications without prior information at any means. This resulted in the
negative impact while achieving objectives.
 Unknown current state : Without the help of blueprints the changes made in the current
state creates a wider barrier in achieving the objectives of Domino's. The assessments
have to be made earlier to understand about the execution of the change. To execute the
process of Domino's the management and the leadership should analyse the position and
then they should plan accordingly to the blueprint to make the changes in current state of
Domino's (Ferguson, Hall, and Hopwood, 2015).
 Organisational complexity: The process of changing the complexity Domino's should
develop accordingly for the sufficient and efficient performance. The barriers get
changed and it is not easy to understand the process of complexity of Domino's. The skill
full approaches should be broke to remove the barriers and contribute towards members
of Domino's.
Force field analysis: Tools are used to know about the impact of force field analysis in decision
making and objectives can be attained by Domino's. The purpose lies in changing decision and
the discussions are made with the help of force field analysis. There are certain steps to measure
the force field analysis in terms of achieving objectives and decision making in leadership.
 The primary step is to know about the vision and the mission defining the objectives of
the Domino's.
 There are external and internal drivers in the force field analysis which enables the
Domino's to know about the factors.
 The machineries for the process of production or cooked is used is updated or outdated is
taken into consideration of internal forces.
6

 Changing in the trends and the uncertain and disruptive technologies are taken as external
factors (Brook, 2016).
 The risk involved and the fear factors that are unknown to the Domino's are measured in
force field analysis which helps in moving towards objectives and effective decision
making for leaders (Maimon, 2018).
 The need of the consumers and the cost approved towards it helps the leader to get well
know about the score assessment.
 To maximise or to minimise the technology or the resource and the process of decision
making by raising the productivity of Domino's helps the leaders to get well known about
the lagging in terms and effectively the barriers can be removed.
TASK 3
P5 different leadership approaches that change organisational context:
Quality or traits approach: leaders of Domino's are not made with any equipment or
trainings. They are born leaders which reflects in the process of decision making. They have the
inherited qualities from their previous generation which reflects in their process of decision
making. Well, the leaders of Domino's is much talented and effective to handle the premises all
across the territories (Malcom, and et.al., 2016).
 Functional or group approaches: By focusing on the functions and responsibilities and
the strategies of the Domino's leadership can be learners or can also be get trained by
handling the performance. The learner should know about balancing the management,
staff and the team leaders for the smooth and the effective running of the Domino's. The
leader should know about the behaviours of the teams as they may affect each other by
misconduct or by misbehaviour.
 Behavioural style approach: The behaviour of the leadership should be taken into
concern in Domino's context as that affects the process of decision making. To maintain
the understanding and coordination between the employees and leaders is highly
appreciated as they have to focus on the process of decision making and to fulfil the
motive of profit earning. They have to fulfil the requirement of the consumers by
providing them according to their taste and preferences of Pizza. The behaviour style
approach helps the leadership to get well known about the needs of the consumers and
fulfil as per their needs.
7

 Situational approach: The situational approach can also be called as contingency modal.
As it indicates about the leadership situations when leader has the power and knowledge
and their reactions on decision making process (Malcom, and et.al., 2016). The situations
are taken into consideration by the help of this approach which helps in process of
decision making and Domino's will increase its competency with other food sectors.
Kotter's 8- step change modal
 Create urgency: To highlight the initial motivation change can be created by creating
urgency for Domino's. This is what the Domino's wants to create urgency in terms of
meeting the requirements and the needs of the people by achieving the objectives of it.
 Form a powerful coalition: To make the people to understand and get them convinced
about the requirement of change. Leader with the help of team and variety of sources can
change coalition by moving towards urgency.
 Create a vision for change: The ideas starts floating around is Domino's creates a vision
for change.
 Communicate the vision: The changes to be made should be communicated with the
experts or management to know its effectiveness.
 Remove obstacles: the obstacles should be removed by the leaders in order to reach to
the goals of Domino's (Cameron, and Green, 2015).
 Create short term wins: Instead of concentrating on the long term results this modal
taught the Domino's to create short term wins.
 Build on the change: Moving towards the change is greater in concept as it has to be
taken into practical. Domino's accept with Kottler's modal.
 Anchor the changes in corporate culture: Instead of sticking at a point the Domino's
should focus on the further changes that are to be made.
CONCLUSION
In order to achieve the goals and the desired results of the organisation Domino's and
Pizza-Hut are taken into consideration in the above report. The comparison between the both
food sectors are detailed with the drivers of change and hoe they deal with the change. The
drivers of change also influence them, externally and internally that has been mentioned. With
the help of SWOT and PESTEL is described about the factors affecting. Also, the approaches to
the leadership theory with the changes in its initiatives is expalined. The barriers to the change
8

and the Kottler's modal helps and impact the decision making of leaders of Domino's is detailed
in above report.
9

REFERENCES
Books and Journal
Brook, D.A., 2016. Leading Change in Public Organizations.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Chang, J.C., and et.al., 2017. Leading Change. CRC Press.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Douglass, A.L., 2017. Leading for change in early care and education: Cultivating leadership
from within. Teachers College Press.
Ferguson, P.W., Hall, G.E. and Hopwood, J.D., 2015. Leading and Managing the 21st Century
Research University: Creating, Implementing, and Sustaining Strategic
Change. International Journal of Leadership and Change. 3(1). p.4.
Lagrange, M., and et.al., 2016. Understanding the mechanisms leading to failure in metallic
nanowire-based transparent heaters, and solution for stability
enhancement. Nanotechnology. 28(5). p.055709.
Maimon, E.P., 2018. Leading Academic Change: Vision, Strategy, Transformation. Stylus
Publishing, LLC.
Malcom, S., and et.al., 2016. Leading and Sustaining Change.
McCalman, J. and Potter, D., 2015. Leading cultural change: The theory and practice of
successful organizational transformation. Kogan Page Publishers.
Paglis, L.L. and Green, S.G., 2002. Leadership self‐efficacy and managers' motivation for
leading change. Journal of organizational behavior. 23(2). pp.215-235.
Routledge.Fullan, M., 2014. Leading in a culture of change personal action guide and workbook.
John Wiley & Sons.
Salmond, S. and Forrester, D.A., 2015. Nurses leading change: The time is now. Nursing's
greatest leaders: A history of activism.
10

Sweigart, J.R., and et.al., 2016. The health innovations scholars program: a model for
accelerating preclinical medical students’ mastery of skills for leading improvement of
clinical systems. American Journal of Medical Quality 31(4). pp.293-300.
Vansina, L.S. and Vansina-Cobbaert, M.J., 2008. Psychodynamics for consultants and
managers: From understanding to leading meaningful change. John Wiley & Sons.
Online
Organisational impact and comparison of strategy and operation 2018 [Online] Available
through <https://hbr.org/2008/07/choosing-strategies-for-change>
External drivers of change 2016 [Online] Available through
<https://blog.oxfordcollegeofmarketing.com/2016/06/30/pestel-analysis/>
11

Online
Organisational impact and comparison of strategy and operation 2018
<https://hbr.org/2008/07/choosing-strategies-for-change>
External drivers of change 2016
<https://blog.oxfordcollegeofmarketing.com/2016/06/30/pestel-analysis/>
12