Management and Organisational Change

Management and
Organizational
Change

Contents
INTRODUCTION.....................................................................................................................................4
PART A......................................................................................................................................................4
Assess at least three factors which impact individual behaviour in an organisational setting..................4
Provide definitions, examples and theories surrounding behaviour from a range of sources...................5
Analysis of theories of individual behaviour...........................................................................................6
Advantages and disadvantages of organisation effectiveness..................................................................7
PART B......................................................................................................................................................9
Characteristics of transactional leaders....................................................................................................9
Characteristics of transformational leaders............................................................................................10
Compare and contrast the characteristics of transactional and transformational leaders........................11
Critically analyze the cultural characteristics at national and organizational level................................12
CONCLUSION........................................................................................................................................14

INTRODUCTION
Change management is seen as the effective procedure of planning and implementing any
kind of change in the company in such a manner that remains cost effective for the company and
does not face any sort of employee resistance to it. At the same time it also increases
effectiveness of the change in positive manner (Lozano, Ceulemans and Seatter, 2015).
Implementation of change in any company brings range of issues for the company as well as its
workforce. These issues can be seen in the form of decline of employees’ performance, delay in
attainment of organisational goals and objectives.
The present report is based on Marks and Spencer, a renowned British retailer belongs to
UK. The respective company was incorporated in the year 1884 and headquartered in London,
UK. Marks and Spencer mainly provides high quality products especially clothing to its
customers. Apart from the clothing it also deals in food products as well as home products. The
report is divided into two parts. Its first part includes description on various factors that
influences individual behaviour belonging to the chosen company. In the second part of this
report, detailed information will going to be provided on various characteristics of transactional
and transformational leaders at the time of implementing organisational change management
process within the stated company in effective manner.
PART A
Assess at least three factors which impact individual behaviour in an organisational setting.
There are numerous of factors which place impact over the behaviour of individual at the
time of working within the company. In context of Marks and Spencer, it is seen that business
manager of the respective company has identified that motivation, leadership and change are
three main factors that places influences individuals behaviour working in the same company
(Ceulemans, Lozano and Alonso-Almeida, 2015). All of these factors along with their influence
on employees are described below in effective manner:
Motivation: It works as the influential factor that holds capability of affecting behaviour
of individual towards organisation in both the positive and negative. If manager of Marks and
Spencer motivates its existing employees at regular basis then it works as the positive factor for
them as a result they starts working effectively for the company and place their 100 percent
efforts in its success. On the other hand, it can be said that if the same manager of the company

does not appreciates hard work of employees and did not provide them reward or recognition
then directly or indirectly it affects employees concern towards the respective company because
they thinks that their work is not being valued by their superior. As a result, performance of these
employees declines with the passing time.
Leadership: Leadership generally refers to the capability of business manager of the
company that holds power to influence individuals’ behaviour within the company. With
reference to Marks and Spencer, it can be said that if manager makes use of wrong leadership
approach like autocratic leadership approach then it directly places influence over individuals’
performance towards organisational work in negative manner as employees does not gets
freedom to work according to their own manner (Pollack and Pollack, 2015). These people feels
forced to work in managers’ influence. This directly places negative influence over organisation
too because employees are not able to attain their respective goals and objectives in the provided
time frame due to lack of freedom.
Change: Implementation of any kind of change within the company also places impact
over the behaviour of individuals or employees. In context to Marks and Spencer, it can be said
that whenever this company implements any kind of change like technological or structural
change within the company that directly or indirectly it is placing influence over the employee’s
behaviour. This is because, implementation of change within the company directly hampers
working pattern of employees. This affects quality of their in negative manner.
Provide definitions, examples and theories surrounding behaviour from a range of sources
In order to influence of behaviour of employees in employees in positive manner business
organisation do make use of different theories through which they can easily influence interest of
employees towards them and attract maximum number of employees in their favour (Waddell
and et. al., 2019). With reference to Marks and Spencer, it is seen that its business manager often
make use of Maslow’s need hierarchy theory in order to motivate its existing workforce through
which they can easily boost up their performance in positive manner. This theory is described as
below in effective manner:
Maslow’s need hierarchy theory is completely based on needs of employees which simply
states that after fulfilment of one need at a time, the same employee can only get motivated after

reaching the second stage. The respective theory is comprised of 5 stages which are explained
one after another below:
Physiological needs: At this level manager of Marks and Spencer emphasises on
motivating employees by fulfilling their basic needs like food, water, shelter etc. These are very
basic needs of individuals but holds huge influence over employees’ behaviour and performance.
Safety needs: At next level, manager of Marks and Spencer gets influenced toward
motivating employees by providing them safe and secure environment at workplace where they
can work freely without any of error (Bolden, 2016).
Love and belongingness: This stage depicts that employees can only get motivated by
attaining effective respect and affection from their superiors thus it can be said that manager of
Marks and Spencer focuses on motivating employees by providing desired respect to them
within the company.
Esteem: At this stage, the same employee can only get motivated by attaining desired
status or prestige within the company. At this level, they provide major preferences to their
reputation and goodwill.
Self actualisation: It is the last stage of motivation, at which business manager of Marks
and Spencer motivates employees by ensuring that these employees will get personal growth
opportunities within the company (Georgalis and et. al., 2015). This motivates employees at
higher extent and directly influences them to perform well for the same company so that they can
grow collaboratively with one another’s supports.
Analysis of theories of individual behaviour
Organisations are composed of individual and each of them are different in their own
way. The behaviour of each person is influenced by different factors which may create negative
as well as positive impact on the working of entity (Nowak and Latané, 2018). In other terms it
can be defined as the mix of responses to external internal stimuli. It is about the reactions which
are given by individuals in variety of situations. Maslow’s need hierarchy theory is the
appropriate and most preferred when it comes to understanding individual behaviour in practice.
There can be number of occasions where the employees working in Marks and Spencer react in

numerous ways. HR manager of this company can apply the theory for helping the organisation
in enhancing the efficiency and productivity. Some of the examples for the same are as follows:
Non- fulfilment of Social needs- There different kinds of needs related to requirements
that are directly connected with the customs and norms followed in a society. It is highly
reflected in the work carried in an organisation. It has been observed that, if an employee is
neglected from the society or not considered as a part of it then and it affects the productivity and
performance of such person. The consequences of the same are not good for organisation.
Therefore, Marks and Spencer should create a strong values and norms that are connected with
the society and help running the organisation in a smooth way. This can be done with the
application of Maslow’s theory for building healthy relationship with employees and make the
work culture appropriate to fulfil the related needs. In this way employees feel an emotional
connection with the company due to which they remain in that organisation for a long time by
contributing in an effective way.
Low motivation- Motivation is the element which provides greater satisfaction to the
Employees working in an organisation. It is governed by many factors which may be outside
entity. Maslow's theory of hierarchy is applied to understand the needs and requirements which
are helpful motivating the workforce. One of the major factor which helps in increasing
motivation, is reward. Marks and Spencer should focus on rewarding the employees for their
good performance. It can be monetary as well as non monetary and both are equally important
for the workforce (Nisula and Kianto, 2016).
Conflicts- It is a common factor which arise between the people working in an
organisation due to their individual behaviour and different perceptions. Application of
appropriate theory can help an organisation overcome such problems and reduce the adverse
effect occurring due to the conflicts. In the context of Marks and Spencer, by fulfilling the needs
of the individuals through the application of this theory can help bringing down the conflicts. It
is the human tendency that disputes and issues get reduced when people have greater satisfaction
in their job. Therefore, it is useful in reducing down the issues and promoting positive
environment at the workplace.

Advantages and disadvantages of organisation effectiveness
According to the theory of Hannan & Freeman, organisational effectiveness can be
measured to the performance provided by the employees in achieving goals and objectives of the
company. There is a standard against which the actual output is measured for determining the
variances and resolve them in order to promote better efficiency (Wilson, 2018). Along with this,
there are some stages such as constraints which may be due to internal as well as external factors
in which an organisation operates. Addition to this, adaptation which is about finding the most
efficient solution for resolving the problems, inertia refers to the difficulties which may come
across in the application of the chosen alternative. And last being selection which is about
choosing this strategy under challenging.
Some of the advantages and disadvantages of this theory are as follows:
Advantages-
 It is useful in making the available resources to be utilised in an optimum manner by
formulation of new strategies and tactics. It helps in using new innovations and
technology together with enhanced leadership for making employees work in a way
which is desirable to the company (Lawrence, W.G. ed., 2018).
 Problems of employees get resolved in a quick manner with the application of conflict
resolution skills. It gives job satisfaction to the individuals working in the organisation.
 A greater return on investment can be achieved with proper planning and utilisation of
leadership skills and Management. The management works in the favour of organisation
by making investments that can earn increased income.
 The morale of employees is boosted organisation development. When an organisation
work effectively, the employees get higher pay and enhance security at the job. These are
the two basic element which helps in boosting their morale.
 It helps in reducing employee turnover by retaining with performing individuals for a
long time in the organisation. One of the main aspect of organisational effectiveness is
reward system by which good performing employees can be retained for a long time.
Disadvantages-

 There can be e Swift culture clash which may increase employee turnover. It is because
different individuals have their own perception which might not be connected or
according to the opinions of rest of the employees (Buchanan and Huczynski, 2019).
 It is a time consuming process for determining the set of parameters and deadlines which
are appropriate for achieving the goals and objectives. Also, the resistance from the
employees increases the time limit to implement any change within the organisation.
 It can be an expensive procedure which may require to include several consultants before
choosing the appropriate alternative. This requires huge funds for making changes within
the organization as all the existing policies and plans are needs to be modified for making
things work. Hence, huge expenses can occur which may lower down the profit and bring
the efficiency down.
PART B
Characteristics of transactional leaders
In an organization, the role of leader plays a vital role as they are the one who take
initiative in inspiring, motivating and encouraging followers to put their best effort towards an
accomplishment of business desired goal or objective in an effective manner. Along with this,
leader also help company to grab all sort of opportunities for growth platforms that lead them to
place their brand in an aggressive and competent position without any hindrances. Additionally,
in order to process organizational change and also its management require impressive or
productive leadership style that empower an organization to take best strategic decision for
obtaining profit maximization. In relation to transactional leader they are considered as those
type of leader who are emphasize more over order and structure and likely to command military
operations, manage large corporations or lead international project (Hamstra and et.al., 2014.
McCleskey, 2014). Such kind of style requires rules and regulations to carry out the defined
tasks or work and also to guide their followers in an organized way. Some of the examples who
are categorized in transactional leadership such as high level member of military, CEOs of large
international companies and NFL coaches who prefer less to take suggestion from superior as
they believes in self-motivation in order to reach the destination. As it has been consider that
every leadership style has its own function and roles for specified situation, therefore it has

positive and negative impact over employees and also towards organizational culture.
Additionally, in context of Mark and Spencer, the industry where it operates its products or
services is highly competitive and challenging and such type of marketplace be in need of
effective leadership who can drive company to adopt any sort of modification or alteration
smoothly and easily. Henceforth, some of the characteristics of transactional leader are as
follows:
 Transactional leadership mainly centers on results, adjusts to the current structure of an
association and measures accomplishment as per that establishment arrangement of
remunerations and punishments.
 In addition to this, transactional leaders have formal power and particular positions to
perform their duty in an association. This kind of leaders are mainly liable for keeping
up routine by overseeing particular execution and encouraging group performance.
 This kind of leader sets the criteria for their employees as according to previously
defined requirements. Moreover, transactional leaders reviews or analyze the personnel
performance by passing the judgment on subordinate’s execution. Thus, it has
determined that transactional leadership, or managerial leaders work best with
representatives who know their occupations and are revived or encouraged by the reward
punishment framework. Business as usual of an association is kept up through value-
based authority.
 One of the most particular qualities of a transactional style of leadership is practically.
Their way to deal with tackling issues is one of sober mindedness, and they consider
every reasonable imperative and openings (Renko and et.al., 2015).
Hence, in order to accomplish short term goals in a competing industry, transactional
leadership help a Mark and Spencer’s manager or leader to delegate the roles and responsibilities
to each personnel and can achieve their target in a productive style n a stipulated time duration.
Characteristics of transformational leaders
Transformational leadership seeks to persuade and move laborers, deciding to impact as
opposed to coordinate others. There are certain core attributes most of leaders have. Like in the
same manner, there are likewise an extra arrangement of attributes that characterize

transformational leadership can have an effect on hierarchical development. Some of its
characteristics are as follows:
 Transformational pioneers find out inspiration from inside and utilize that as the main
impetus to successfully deal with the course of the organization. The best regular type of
inspiration that this type of leaders follows is that to cherish what manpower do and
guarantee that their qualities are lined up with the organization they belong with.
 In addition to this, implementing fair and strategic are a piece of being an impressive
leader. In case of this, transformational pioneers don't step back or put off intense
choices. Rather, they make an effort to settle difficult decision on simpler when choices
line up with obviously characterized vision, qualities, objectives, and destinations.
 The capacity to take calculated risks is a key quality of a transformational pioneer. They
trust their nature, and utilize the insight accumulated by colleagues to settle on informed
choices. Such kind of attitude, enable transformational pioneer's to capture the attention
of its group directly behind them. Along with this, they are also frequently ready to do the
exploration that is important to assess the circumstance properly. The pioneer looks for
contributions from the group to settle on risky choices that boost development and
growth in an amended way (Chen and et.al., 2014).
 A transformational leader shares and comprehends the aggregate awareness of the whole
organization. This makes them especially sensitive to the sentiments of their manpower,
and gives them a reasonable thought of what moves to make to evoke wanted activities
from the workers. Since they're taken advantage of the authoritative awareness, they can
settle on choices that spike development, and furthermore make a mutual vision for the
association that all workers feel a piece of.
However, transformational leader also impact employees and company’s overall performance
in order to attain sustainable growth and development in a competing marketplace.
Compare and contrast the characteristics of transactional and transformational leaders
Each leadership are unique and are not similar in nature. There are some factors which
makes them contrary from each other. However, comparison of transactional and
transformational leadership are as follows:
BASIS FOR TRANSACTIONAL TRANSFORMATIONAL

COMPARISON LEADERSHIP LEADERSHIP
Meaning An initiative style that utilizes
prizes and disciplines for
persuading supporters is
Transactional Leadership.
An initiative style where the
pioneer utilizes magnetism
and energy to rouse his
devotees is Transformational
Leadership.
Concept Leader lays emphasis on his
relation with followers.
Leader lays emphasis on the
values, ideals, morals and
needs of the followers.
Nature Reactive Proactive
Style Bureaucratic Charismatic
Focuses on Planning and execution Innovation
Motivational tool Attracting followers by
putting their own self interest
in the first place
Stimulating followers by
setting group interest as a
priority.
 Transactional Leadership is a kind of administration whereby prizes and discipline are
utilized as a reason for initiating the followers. Transformational Leadership is an
initiative style in which the pioneer utilizes his charisma and enthusiasm to impact his
adherents.
 In transactional leadership, is lays stress relationship with devotees. On the other hand, in
transformational authority pioneer lays concentration t on the qualities, convictions and
requirements of his followers.
 Transactional Leadership works for improving the current states of the association. On
the other hand, Transformational Leadership works for changing the current states of the
association.
Critically analyze the cultural characteristics at national and organizational level
Work culture comprises of number of employees belonging to diverse backgrounds and
religion. An organisational culture has variety of characteristics at national and organisational
level. Features at organisation level are as follows:

 Innovation- It is related to the technology that are being used within the organisation and
significant in achieving the goals and objectives. Without using latest technology Marks
and Spencer cannot achieve competitive advantage (Guldenmund, 2018).
 Teamwork- In organisational culture, all the employees work in a collaborated team by
focusing on the common goal objective of the company. Each of the team members is
given the same instructions and direction to meet the requirements of the organisation.
Marks and Spencer can appoint good leaders for this purpose.
 Attention to detail- There should be greater focus on the basic of every plan and strategy.
It helps in ascertaining the underlying element which can turn into risk at a later date.
Marks and Spencer should not commit any mistake in noticing the preciseness of these
strategies that objectives.
 Stability- According to this characteristics, there should be a common mode for
measuring the effectiveness and performance of employees. As well as, managers should
try to maintain peace so that all the activities can be carried in a stable manner within
Marks and Spencer (Nel and Drevin, 2019).
Features at national level:
 Ethical conduct- The policies and plans of the organisation should be formulated by
considering the element of ethics. Large organisation like Marks and Spencer is
considered as an example for other entities as well as entrepreneurs to carry the business
activities in an ethical way. It is beneficial for the country and the economy.
 Customer oriented organisation- The main asset for an organisation apart from the
employees are its customers. an organisation produces goods and services to be sold to
the and consumers with a view to earn profit and fulfil their needs and requirements for
providing greater satisfaction. Marks and Spencer is known for the quality of its products
and is renowned name because of the customers.
 Contribution to the society- The culture at organisation should be directed towards
contributing to the society. Its employees should have the motivation and zeal of
achieving the goals with a view to help making the condition of society better. Marks and

Spencer contributes the percentage of its profits as corporate social responsibility. It is
possible because of the employees and a good work culture within the organization
(Moura and Machado, 2019).
CONCLUSION
It has been recapitulated from the above discussed report that in present marketplace,
there are various types of leadership style like democratic, autocratic, charismatic, transactional,
transformational and many more. Each of them are different and unique from each other in term
of personality, traits, attitude, behavior, skill. However, adoption of reliable and appropriate
leadership style enable an establishment to attain targeted long term as well as short term goal
within prescribed time duration in an improved manner. Transactional leadership is ideal while
some feel that transformational initiative is better. So the discussion is continual, for the two
authority styles. As I would like to think, there is no standard initiative style which is most
appropriate to every one of the conditions. Along these lines, an association ought not to depend
on a solitary administration style. It must utilize the imperative initiative style according to its
needs and common conditions.

REFERNCES
Books and journals
Lozano, R., Ceulemans, K., & Seatter, C. S. (2015). Teaching organisational change
management for sustainability: designing and delivering a course at the University of
Leeds to better prepare future sustainability change agents. Journal of Cleaner
Production, 106, 205-215.
Ceulemans, K., Lozano, R., & Alonso-Almeida, M. (2015). Sustainability reporting in higher
education: Interconnecting the reporting process and organisational change management
for sustainability. Sustainability, 7(7), 8881-8903.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action
Research, 28(1), 51-66.
Waddell, D., Creed, A., Cummings, T. G., & Worley, C. G. (2019). Organisational change:
Development and transformation. Cengage AU.
Bolden, R. (2016). Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process characteristics
and resistance to organisational change: The role of employee perceptions of
justice. Australian Journal of Management, 40(1), 89-113.
Hall, C. M., Malinen, S., Vosslamber, R., & Wordsworth, R. (Eds.). (2016). Business and post-
disaster management: Business, organisational and consumer resilience and the Christchurch
earthquakes. Routledge.
Hamstra, M. R and et.al., 2014. Transformational and transactional leadership and followers’
achievement goals. Journal of Business and Psycholog. 29(3). pp.413-425.
Daft, R. L., 2014. The leadership experience. Cengage Learning.

McCleskey, J. A., 2014. Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4). p.117.
Renko, M and et.al., 2015. Understanding and measuring entrepreneurial leadership
style. Journal of Small Business Management. 53(1). pp.54-74.
Chen, X. P and et.al., 2014. Affective trust in Chinese leaders: Linking paternalistic leadership to
employee performance. Journal of management. 40(3). pp.796-819.
Nowak, A. and Latané, B., 2018. Simulating the emergence of social order from individual
behaviour. In Simulating societies (pp. 63-84). Routledge.
Nisula, A.M. and Kianto, A., 2016. The antecedents of individual innovative behaviour in
temporary group innovation. Creativity and Innovation Management, 25(4), pp.431-444.
Wilson, F.M., 2018. Organizational behaviour and work: a critical introduction. Oxford
university press.
Lawrence, W.G. ed., 2018. Exploring individual and organizational boundaries: A Tavistock
open systems approach. Routledge.
Buchanan, D.A. and Huczynski, A., 2019. Organizational behaviour. Pearson UK.
Guldenmund, F., 2018. Organisational safety culture principles. In Patient Safety Culture (pp.
43-69). CRC Press.
Nel, F. and Drevin, L., 2019. Key elements of an information security culture in
organisations. Information & Computer Security, 27(2), pp.146-164.
Moura, C.S.F. and Machado, C., 2019. The evolution of Cultural Intelligence (CQ) and its
impact on individuals and organisations. Emotional Intelligence and Neuro-Linguistic
Programming: New Insights for Managers and Engineers, p.97.