Leadership Development and Organizational Change Management

This assignment provides an in-depth analysis of leadership development, organizational behavior, and change management concepts. It covers various studies and research papers on topics such as motivation, performance management, knowledge management, and employee engagement. The assignment also touches upon the role of leaders' cognitive styles in knowledge management practices in a public sector organization. A summary of relevant theories, including McClelland's Needs Theory and McKinsey's 7-S Model, is provided. The assignment aims to develop students' understanding of complex projects, organizational behavior, and leadership development. It also explores the importance of change management and prosocial organizational behavior in combating information security apathy.

Organisational
Behaviour and
Management of People

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK ..............................................................................................................................................1
Definition of management thought and practices.......................................................................1
Definition of motivation..............................................................................................................1
Definition of managing change...................................................................................................2
Theories of management thought and practices..........................................................................2
Theories of motivation................................................................................................................3
Theories of managing change.....................................................................................................5
Application of Lewin's Change Management Model and McClelland’s Needs Theory............7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
.........................................................................................................................................................9

INTRODUCTION
Organisational behaviour is the process to know how individual interact with each other.
Study of employee's behaviour is important because it provides knowledge about reason behind
behaving in that way. Approaches of organisational behaviour are effective because it aims at
maximising outcome from individual. Management of people means appointing correct person at
exact designation. There are many employees in organisation, so it is important to manage them
and hence positive results can be achieved. This report is based on Vodafone which is one of the
leading brand in telecommunication sector. This organisation was established in 1982 having
headquarter in London, UK. In this report there is discussion about theories of managing change,
motivation and management thoughts and practices.
TASK
Definition of management thought and practices
According to Alfes and et. al., 2013 management is art and science for planning,
organising, direct and controlling employees. This is relevant and signifiant for performing
business operations in effective and efficient manner. This management can be done with the
help to management thoughts and practices. These are some rules and regulations which has to
be considered in order to manage business operations.
In the view of Analoui, Hannah Doloriert and Sambrook, 2012 the origin of management
thoughts and concept is years back. With these concepts capabilities of human resource are used
as per qualification and competencies.
For instance : in case of Vodafone, there are varieties of people, but employees who have
good communication skill and convincing power, then they must placed in sales department.
This is known as proper management of people.
Definition of motivation
As per Han and Yin, 2016 ''motivation means insisting individual to perform, task in
specified manner.'' This is the inner feeling of individual which urge to accomplish specified
task.
According to Pinder, 2014 ''Motivation is the process which talks about physiological and
psychological deficiency that aims at achieving goals.''
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Motivation can in monetary terms or non-monetary benefits. For lower and middle level
worker monetary benefits are significant. While for top level managers non monetary benefits
such as promotion, transfer are considered.
In case of Vodafone, there numerous employees having personal goals and objectives.
Hence with the help of monetary benefits to employees, manager can ask them to achieve
targets. In order to promote sales, sales department starts paying commission to sales personnel
so they make more efforts to create members.
Definition of managing change
According to Bolden, 2016 managing change is a systematic approach which works to
ensure up to the mark working system. This is the way through which organisation can work in
proactive manner.
In the words of Blumenthal and et. al., 2012 change management means use of
approaches which support organisation and prepare for near future. Change management in
organisation needs to change organisation's working style.
Change management in case of Vodafone is technical change such as 4G, 5G, change in
demand of customers, etc. There is difference in use of telecommunication services according to
age, purpose, income, etc. Hence there is need of various services as per demand of customer.
Manager of Vodafone must create environment which emphasise on adapting changes.
Theories of management thought and practices
Management means planning, organisation, coordinating, directing controlling business
operations. There are many commercial activities such as research and development, sales,
marketing, maintenance department in Vodafone. So it is essential to manage activities. This can
be effectively done when employees are placed according to their skills and competencies.
Bureaucratic Theory by Max Weber
bureaucracy refers to organisational behaviour in which there is more strictness related to
working style, hierarchy, labour division, etc. in this theory, there is proper management of
business operations which is relevant for performing an assigning roles and responsibilities.
Vodafone is the organisation which operates in different parts of country, so with this theory, it is
esay to assign responsibility and ask for reasons in case of negative results (Fuchs and Edwards,
2012).
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In case of bureaucracy, business operations has to be finished at within specified time.
Top level managers have full power to decision making. Employees has to strictly follow rules
and regulations. Principles of bureaucracy management principles are- task specialisation,
hierarchy of authority, formal selection, rules and requirement, impersonal relations, career
orientation.
Scientific management theory by FW Taylor
this is the theory which is removes negative outcome of bureaucracy theory. In this
theory production planning, controlling decisions related to purchase, designing, quality control,
cost management, etc. Are covered. In this theory there is some power delegated to employees,
so they can achieve best targets for organisational growth.
RELATIONSHIP
Scientific theory of management is more appropriate because works on current market
trends. This helps to maintain long term relations with employees because, they have decision
making power (Jain and Jeppe Jeppesen, 2013). This theory use flexible approaches which is
essential or attaining goals and objectives. While in case of bureaucratic theory there are set
working style according to tools and techniques. This is less relevant in current market.
Theories of motivation
In current scenario, motivation is one of the important aspect which has to be considered
by manager. This is way through which employees are ready to accomplish assigned task. There
are many employees in Vodafone having their personal goals and objectives, so by bridging gap
between personal and professional goals, manger can motivate employees. Vodafone use two
theories i.e. Adams' equity theory, McClelland’s Needs Theory to motivate their workforce.
They are discussed as under in detail-
Adams' equity theory
this theory was propounded by Adams in 1965. As per this theory, employees wants
balance between input and output. In case, input is more than output, then individual will be
motivated and this affected performance at work place (Lawrence and Lee, 2013). Apart from
this employees compare their reward and work with others at same designation. In case of
difference among them, this affects motivation level of employees of Vodafone.
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At Vodafone, there are many employees working under same circumstance, in case of
difference in their pay scale if input is same. Then it cares dissatisfaction. In order to deal with
this situation, there must be balance between input and outcome.
Input includes education, job experience, efforts, energy, etc. While output includes
salary, reward, opportunities, good working condition. Appropriate pay,m eytc. This theory
emphasise on balance between them to motivate workers.
McClelland’s Needs Theory
This theory was propounded by psychologist David McClelland. He says that there is
difference in demand of employees as per passage of time. So managers of Vodafone has to
analyse demand and then motivational strategies are farmed (Mester and et. al., 2018).
In this theory, there are three main components, i.e. achievement, affiliation and power.
(Source: McClelland’s Needs Theory, 2017)
 Achievement- While some task is accomplished by employee, then they must be
recognised. This boosts confidence of employees and provides satisfaction from
workplace.
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Illustration 1: McClelland’s Needs Theory

 Affiliation- There must be some activities through which employees can interact with
each other. This helps to make personal, familiar relations. This also motivates
employees to give best. Power- Power is also source of motivation. There are different job responsibilities at
Vodafone to employees, hence there must be some power to accomplish it. This makers
workers responsible and they feel motivated.
RELATIONSHIP
There is difference in outcome of both these theories. Adam's theory talks about creating
balance between input and output. Workers also compare their outcome and input with others to
know whether they are treated genuine or not by managers of Vodafone. While in case of Mc
Clellend theory says that there is difference in demand of employees at they pursue in their life.
So manager has to act accordingly. There are some employees who want rewards and
recognition, while some want social activities at workplace, so they can create balance between
personal and professional relations. Power is also a motivational factor for employees whichj
aims them to perform well at work place (Peus and et. al., 2012).
Theories of managing change
Change management implementing external environment changes to business
operations,. At workplace change can be happened in case of process, system, organisational
structure, job responsibilities, etc. With the help of change management, outcome from business
operations is according to market trends.
Vodafone is the organisation which deals in telecommunication sector, so in case there is
change in technology, then it is essential to implement alteration at work place. This helps to
maintain brand image in industry and achieve customer satisfaction. Managing changes can be
understood with its theories. They are discussed as under-
Lewin's Change Management Model
As per this model, to make long term existence in industry, there is requirement of
accepting changes which are taking place in environment. This helps to maintain same brand
image in industry and able to compete with external parties. In this model, there are three
situations. i.e. unfreeze, change and refreeze (Pryke and Smyth, 2012).
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 In first step of this model i.e. unfreeze. In this situations, managers of Vodafone prepares
for accepting change. In this step, regular working of organisation gets broken so new
change can be accepted.
 After unfreeze, change situation arise. In this situation managers apply alterations to
working environment. In this step, managers has to keep eyes on working style of
workers so in case of any error correct actions can be taken. In order to coop- up with
changes, managers must plan training events, communicate proper, ignore rumours, etc. At last, refreeze situation arise. This is the situation in which business operations are
again performed in specific manner. This is the way through which Vodafone can
sustainably grow in industry (Summerfield, 2014).
McKinsey’s 7-S Model
This model was propounded by McKinsey consultants in 1980. in this model, there are 7
elements which has to be considered to know that they are working in appropriate way or not. 7
elements includes- structure, strategy, skills, staff, style, systems and shared values.
Illustration 2: McKinsey’s 7-S Model
(Source: McKinsey’s 7-S Model, 2017)
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 Strategies are the policies framed by organisation which helps to attain goals and
objectives through achieving competitive advantage. If strategies are not properly
defined, then there is problem in implementing changes to business operations.
 Structure of organisation must be in hierarchical manner. When some change is
implementing in working style of Vodafone, then this is relevant for attaining goals and
targets (Thomson and Van Niekerk, 2012).
 System talks about process and techniques to complete task. Working style of Vodafone
must be conveyed to employees, so they give their best. This helps in implementing
changes at workplace.
 Skills are the characteristics and competencies which helps to perform business
operations in effective and relevant manner. It is important to deliver work according to
knowledge, experience of workers.
 Staff are the employees which are working in organisation to achieve goals and targets.
While implementing change to Vodafone, manager must provide chance to employees to
be part of decision making. They must be motivated and trained so change can be
implemented in positive way.
 Style means way through which top level personnel perform work. The way they
designate power, roles and task, these factors helps to implement changes according to
external environment. Shared values is the last and most essential component of this model. This model talks
about norms, standards, legal values through which employee work in ethical manner
(Truss and et. al., 2013).
RELATIONSHIP
Lewin's change model talks about accepting changes through three steps. In first step
policies does not change, afterwards alteration in implemented to work place and at last after
learning it. This must be implemented in business operations. While in case of McKinsey's
Model, it talks about seven components which affects in implementing modifications at
workplace (Woodcock, 2017).
Application of Lewin's Change Management Model and McClelland’s Needs Theory
Vodafone was good brand image in industry because managers accept changes and acct
according to customers. They have flexible working style hence they have good profits. They use
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Lewin's Change Management Model to deal with external changes. For instance: when 4 G is
launched, they provide training to employees, take their views, motivate them, attach
performance appraisal with monetary benefits which assist employees to give best. In this case, it
is they firstly analyse change, plan actions through which they can implement change to
business operations. In case any problem is faced by employees' it is discussed through personal
interview, focus group, etc. This helps to communicate and provide knowledge about 4 G to
employees. After implementing changes, it must be applied in regular work. This is the situation
of freezing (Watson, 2013).
It is not easy for Vodafone to implement changes because employees are not comfortable
with alterations. So there must be interaction with employees and managers. This helps to know
perception and understand mindset. This helps to know about new and innovative technique of
operations. There is requirement of different motivational techniques such as appraisal on the
basis of working, quality of work performed, etc. This is beneficial for organisation as well as
employees. If change is not accepted, then it is tough for Vodafone to have long run in industry.
Manager has to keep eyes on working style of employees, so less possibilities of error and
workers also perform well.
In this situation motivational technique i.e. McClelland’s Needs Theory is also beneficial.
There are many department in Vodafone which operates by numerous employees having
difference in their geographical background, religion, income level, etc. So it is responsibility of
manager of Vodafone to provide facilities which are requirement of employees. This is the best
way to motivate employees. For instance: employees at lower level must get appraisal and
rewarded in front of staff, so he feel confident and give best. This gives positive impression in
front of other employees also. For instance: sales targets is achieved by personnel, there must be
appreciation and reward to them. This motivates them and they perform in coming years also.
Apart from this there are some employees who wants some familiar relation at workplace. So in
this case, manager can throw party on attaining good sales. This keeps interaction among
employees and maintain good culture within association (Wong, Wong and Ngo, 2012). When
employee is performing well well, then there must be some power so they can take decision
according to situation. This motivates employees and they perform well because they are
responsible for outcomes. This helps to maintain long term relations with employees
performance of Vodafone also improves.
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CONCLUSION
From the above discussion, knowledge about motivation, management and managing
change gets enhanced. In order to manage business operations, role of manager is very wide and
crucial role. Theory of FW Taylor is relevant in current market trends. This provides flexibility
in working and some power is delegated to employees so positive impact. In order to motivate
workers, Mc Clellend's theory is the best because in this theory, there are three factor i.e.
affiliation, achievement and power are considered according to perception of employees. Lewin's
Change Management Model is the best model to implement change to wok place. This helps to
implement change in working style with proper training, employees' involvement.
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REFERENCES
Books and Journals
Alfes, K. and et. al., 2013. The link between perceived human resource management practices,
engagement and employee behaviour: a moderated mediation model. The international
journal of human resource management. 24(2). pp.330-351.
Analoui, B. D., Hannah Doloriert, C. and Sambrook, S., 2012. Leadership and knowledge
management in UK ICT organisations. Journal of Management Development. 32(1).
pp.4-17.
Bolden, R., 2016. Leadership, management and organisational development. In Gower handbook
of leadership and management development (pp. 143-158). Routledge.
Blumenthal, D. M. and et. al., 2012. Addressing the leadership gap in medicine: residents' need
for systematic leadership development training. Academic Medicine. 87(4). pp.513-522.
Han, J. and Yin, H., 2016. Teacher motivation: Definition, research development and
implications for teachers. Cogent Education. 3(1). p.1217819.
Fuchs, S. and Edwards, M. R., 2012. Predicting pro‐change behaviour: The role of perceived
organisational justice and organisational identification. Human Resource Management
Journal. 22(1). pp.39-59.
Jain, A. K. and Jeppe Jeppesen, H., 2013. Knowledge management practices in a public sector
organisation: The role of leaders' cognitive styles. Journal of Knowledge Management.
17(3). pp.347-362.
Lawrence, P. and Lee, R., 2013. Organizational Behaviour (RLE: Organizations): Politics at
Work. Routledge.
Mester, B. and et. al., 2018. Performance management.
Pinder, C. C., 2014. Work motivation in organizational behavior. Psychology Press.
Peus, C. and et. al., 2012. Authentic leadership: An empirical test of its antecedents,
consequences, and mediating mechanisms. Journal of business ethics. 107(3). pp.331-
348.
Pryke, S. and Smyth, H., 2012. The management of complex projects: A relationship approach.
John Wiley & Sons.
Summerfield, M.R., 2014. Leadership: A simple definition. American Journal of Health-System
Pharmacy. 71(3). pp.251-253.
Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging
prosocial organisational behaviour. Information Management & Computer Security.
20(1). pp.39-46.
Truss, C. and et. al., 2013. Employee engagement, organisational performance and individual
well-being: exploring the evidence, developing the theory.
Watson, T., 2013. Management Organization and Employment Strategy (RLE: Organizations):
New Directions in Theory and Practice. Routledge.
Wong, Y. T., Wong, C. S. and Ngo, H. Y., 2012. The effects of trust in organisation and
perceived organisational support on organisational citizenship behaviour: A test of three
competing models. The International Journal of Human Resource Management. 23(2).
pp.278-293.
Woodcock, M., 2017. Team development manual. Routledge.
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Online
Motivation. 2018. [Online]. Available through:<http://www.studyandexam.com/motivation-
meaning-types.html >.
Change Management. 2018. <https://www.prosci.com/resources/articles/change-management-
definition>
Important Theories of Change Management. 2013.
<https://www.prosci.com/resources/articles/change-management-definition>
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