Leading Change in Various Sectors

This assignment delves into the complexities of leading change across various sectors. It examines a range of academic articles discussing leadership styles and frameworks for successful change implementation in fields like healthcare, education, public service, and environmental sustainability. The analysis covers different perspectives on leading change, drawing from real-world case studies and theoretical models.

Understanding and
leading change

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1.Impacts on an organisation’s strategy and operations ......................................................1
TASK 2............................................................................................................................................5
P2 Ways in which internal and external drivers of change affect leadership,team and individual. 5
P3 Measures that can be taken to minimise negative impacts of change on organisational
behaviour................................................................................................................................7
TASK 3............................................................................................................................................8
P4.Explain different barriers for change and determine how they influence leadership
decision-making in a given organisational context................................................................8
TASK 4..........................................................................................................................................10
P5 Different leadership approaches to dealing with change in a range of organisational
contexts.................................................................................................................................10
CONCLUSION..............................................................................................................................12
REFERENCE.................................................................................................................................13

INTRODUCTION
Understanding and leading change (UCL) is the preparation for users to meet out
problems which might come and implementing changes. In this phase of learning people
examine changes and political, psychological and organisational issues which generate while
doing work. This helps in categorize challenges and solution for specific problems for initiators,
recipients and implementer. The selected company is Hennes & Mauritz (H&M) which is
multinational clothing retail. It was founded in 1947 at Stockholm Sweden. Here will discuss
about change in organisation's strategy and operation with examples. There are internal and
external drivers for changes which affect leadership, team and individual behaviours within an
organisation. The assignment also contain measure which can be use to minimize negative
impact of change on organisational behaviour along with barriers influencing leadership decision
making. There are different leadership approaches to deal with business changes.
TASK 1
P1.Impacts on an organisation’s strategy and operations
Organisations’ strategy and operations
An organizational strategy is the sum of the actions a company intends to take to achieve
long-term goals. Strategies plans takes at least one years. Top management of H&M create the
larger organisational strategies. There are three levels of strategy:
Corporate strategy
It is first level of strategy in the business world. It will outline exactly what businesses
the company are going to engage in, and how it plan to enter in the market. H&M outlining a
corporate strategy that is quick and easy process (Barros and et. al., 2014)
Business strategy
It is best to think of this level of strategy as a step down from the corporate strategy
level. In the smiler business in H&M it is good idea to pay attention to the business strategy
level so the company decide on how it going to handle each various part of its operation but it is
not like that in Marks & Spencer(Alavi, 2016).
Functional strategy
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This is the strategy which is going to keep the organisation on the right direction. This
level of strategy is perhaps the most important of all without a daily plan to be stuck in neural
while compunction continue to drive forward.
Mission and vision
Organisational strategy must arise from a company's mission, H&M should seek to fill
this purpose , the mission and guideline and all strategic decisions whereas the Marks and
Spencer company need to identify its mission and takes plans to implement those mission within
the organisation. The company's vision describes what the company will have achieved in
fulfilling its mission.
Business and Functional Objectives
for a strategy to work, it must be converted into smaller, shorter term goals and plans.
The tactical objective of H&M take less than a year to complete, becoming the building blocks
of a successful organizational strategy. The day to day operation of the company, their objective
and plans takes time to make it perfect whereas Marks and Spencer takes one year to complete
the building blocks of successful organisational strategy and leads to an effective results while
operating.
Considerations
Organisational strategy include resources, scope and the company's core competency. In
H&M resources are finite, allocating them people, facilities, equipments for diverting them from
somewhere in the organisation. In Marks and Spencer resources are less and being delegated the
the employees of the organisation and the resources of the company have core competency.
Grand Strategies
Organisational strategy falls into categories refereed to as grand strategies. H&M grand
strategies include growth, diversification, integration, retrenching and stabilizing. A growth
grand strategy refers to high levels of growth achieved, for instance, by adding new locations.
Controlling supply and distribution channels instead of relying on outside companies is vertical
integration (Bascia and Hargreaves, 2014). Marks and Spencer achieve horizontal integration by
adding smiler products and services , making them more impacts on an organisation’s strategy
and operations
Organisations’ strategy and operations
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An organizational strategy is the sum of the actions a company intends to take to achieve
long-term goals. Strategies plans takes at least one years. Top management of H&M create the
larger organisational startgies. There are three levels of strategy:
Corporate strategy
It is first level of strategy in the business world. It will outline exactly what businesses
the company are going to engage in, and how it plan to enter in the market. H&M outlining a
corporate strategy that is quick and easy process.
Business strategy
It is best to think of this level of strategy as a step down from the corporate strategy
level. In H&M, in the smiler business it is good idea to pay attention to the business strategy
level so the company decide on how it going to handle each various part of its operation but it is
not good.
Functional strategy
This is the strategy which is going to keep the organisation on the right direction. In
H&M, this level of strategy is perhaps the most important of all without a daily plan to be stuck
in neural while compunction continue to drive forward. But it is not so important and
compunction in Marks & Spencer.
Mission and vision
Organisational strategy must arise from a company's mission, H&M should seek to fill
this purpose , the mission and guideline and all strategic decisions are make better H&M than
Marks & spacer. The company's vision describes what the company will have achieved in
fulfilling its mission competitive (Bin Taher, Krotov and Silva, 2015). Companies staying the
course adopt a stability strategy.
Different drivers for change
These change are those factors which bring change in the overall business industry. There
are some of the derives of change are following:
Customers awareness
The customers did not take interest in the private label brands because of their quality and
unattractive store display. By the example of H&M and Marks & Spencer, H&M do
improvements in the quality of private label brands to attract a large number of customers. These
customers are now aware and satisfied about the benefits provided by Marks and Spencer. When
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is customer awareness about the products of the company the products of the company will be
purchased more and it will lead to higher productivity.
Change in life style
It is the important driver of change. Now these days people are conscious about fashion.
They try to get the best quality and new design clothes. Due to changes in the life style of
customers H&M trying to come up with new designs and better quality garments in the context
of Marks & Spencer (Byers, 2017). It try to convey the message to customers that they are caring
about their feeling and life style. This factor changes the strategy of the business as when the
trends changes the life style of the people also changes which lead to increase in the profits of the
firm.
Trend towards store products
H&M improved the quality of their store products which the difference between the
quality of Marks & Spacer store products. At that time store products are easily available on
H&M when changes the perception of customers and forces the market condition to be changed.
This factor impact the functional strategy of the business as when there is innovation in the
market it will impact to the marketing function of the organisation.
Marketing Innovation
Marketing innovation refers to the introduction of new ways to the market the products of
a company. When the fashion change H&M find new ways of marketing the products. They do
online marketing for their products which is proved successful. This factor impact the functional
strategy of the business as when there is innovation in the market it will impact to the marketing
function of the organisation.
Technological change
Technology is changing rapidly. New technology is emerging day by day. H&M
upgrades their processes and facilities in order to be according comparative market. H&M adopt
new technology and fulfil and satisfied their customer's need. This factor impact the corporate
strategy of the business as the business will enaged in bringing new technologies and launching
new strategies and policies that will lead them to learn the effective usage of the technology.
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TASK 2
P2 Ways in which internal and external drivers of change affect leadership,team and individual
External drivers for change: The external drivers of change is derived from the
external environment. These drivers have been described below.
Political Forces: The government has a lot interference in business. Basically the
organisations do not have any control on legal or government factors but they have to deal and
adapt to the pressure of these forces. Some of the changes in the political world which had affect
the business: the reunification of Germany, Iraq's invasion of Kuwait etc. Leaders should gain
knowledge about their suppliers, customers and competitors to analyse the recent political factors
that affect the market and these factors encourage them to accomplish their goals. The
interferences of political forces decrease the productivity of the organisation as the performance
of the employees gets affected and they are not able to concentrate on their performance and
increases stress within the employees (Doppelt, 2017). In Marks and Spencer company, It
reduced the sourcing cost because of the trade free policy and changing government and taxation
policy.
Social Changes: Social changes include spread of education, knowledge and a lot of
government efforts. These also need adjustment of the organisation. Leaders must have the
knowledge of the demographic and the cultures of the customers and the new new trends in the
market to create new products and services for a specific people. Here in Marks and Spenser,
company the chain of product recalls lead to a social change which is of negative nature and it
receives flak which is considered as a non trendy store.
Marketing Conditions: A market is unstable and they change continuously as the needs,
taste and preferences of the customers changes rapidly. Prior to this there is a new product
launched everyday which gives a market tough competition. If the individual and teams must
have the knowledge of the marketing conditions they can deliver the goods and services
according to the requirement in the market. In Marks and Spencer sourcing of milk which is
fresh from RSPCA makes sure of the dairy farms and giving environmental friendly and
sustainable products.
Technology: Everyday new technology is arriving such as computers, telecommunication
system and manufacturing operations. The firms who are adapting these technological changes
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are progressing rapidly (Goldstein, Sauer and O'Donnell, 2014). Leaders must adapt the new
technologies by adopting different leadership styles and it also help leaders to bring innovation
that make tasks easy. If the employees will adapt themselves to the new technological changes
they can bring innovation in their work which will help them to increase their performance as
well as the productivity of the firm. In Marks and Spencer Technology partnership is there to
strengthen the security, risk and compliance.
Internal drivers for change: Internal drivers arises from the within the organisation.
The major internal drivers for change are discussed below.
Nature of the Work Force: The workforce profile is changing rapidly and the turnover of
the employee is very high which is also a stress for the management. A fast increase in the
female employees is changing the workforce which in turn means dual career couples. In order to
respond to the needs of career couple organisations need to modify transfer and promotion
policies. If the leaders maintain the stability of the workforce within the organisation than it
would increase the productivity of the organisation and employee turnover will also be reduced.
If the turnover will increase the performance of the employees will also be affected. In Marks
and Spencer the turnover of the employees are unable to maintain the sustainability within the
organisation which lead to reduction in the turnover of the company.
Structural changes: It means to change the interior designing of the organisation. It is a
structural move on behalf of the organisation to increase profit and achieve a cost advantage and
they take the form of downsizing, job redesign, decentralisation, etc. The performance of the
leaders depends upon the staff members and the working environment and if the environment of
the workplace changes leaders may find it difficult to adjust which lead to decrease in the level
of their performance. Teams and individual adapt themselves to the current environment and find
it difficult to adjust in new environment which affect their performance as an individual as well
as in team (Jacobs, Rouse and Parsons, 2014). Here, in Marks and Spencer the company
renovates its structure which lead to ineffective performance of the employees because
workforce find it difficult to adjust with the new environment.
Change in managerial personnel: It is another change which brings a change in the
organisation. Replacing old mangers with the new one because of transfers, promotion or
retirement. The attitude of the manager changes as each individual has his own perception and
ideas which an And Strategy: Mission are short term in nature. They are normally for shorter
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duration. Through mission company's exist their sustainability in the market. With the help of
mission statement company formulate strategy . The strategy of H&M is to provide good
clothes to the customers.gain requires the firms to be adaptive. It affects leadership as the
managers are changing are new people are coming, they have different attitudes which might be
difficult for the employees to follow. Employees are familiar with the old managers and new
manager might not listen to grievances of the employees which can lower down their morale and
affect the productivity of the firm. With regards to Marks and Spencer, if the manager of the
company changes than there is the change in the attitude and performance of the employees as
the person is not able to open up with the new manager.
P3 Measures that can be taken to minimise negative impacts of change on organisational
behaviour
There are many changes in environment which give the negative impacts on the
organisation structure. In H&M company, the following measures is taken to minimise the
negative impacts of change.
Creation of pathway: Before coming up options in the business structure, it is
recommended for managers and leaders of H &M to make an effective plan for action first. This
proper action includes all the activities within the organisation along with the job roles,
description and responsibilities of each and every employee within the workplace for
achievement of the new task or project (Lawrence, 2015). This would also help the employees of
the organisation to have knowledge about the goals, targets and objectives of this company.
Explain about the plans:After making a plan and strategy to implement this plan within
the working organisation, it is necessary for managers or team leaders to conduct conference
meetings within the organisation to give details about the new plans , techniques and policies to
the employees in a proper and corrective way. They should give details to the workers about the
innovation and changes in system and ask for their feedbacks for the plans and policies
implemented. So that the employees can be aware about it and can work accordingly.
Bruke Litwin Model : This model is considered as the most effective and beneficial
approach used and followed by human resource of the organisation in a expanded manner. Bruke
Litwin model helps in understanding the requirements and needs of the employees of the
workplace in a specific task or goal and provide them with resources and facilities so that they
can work in a effective manner to achieve the targets. It also throws the light on different drivers
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of change and measure the negative and positive aspects to analyse which one is better or best
suited to adopt or implement in the business (Rogers and Marres, 2016). This theory also
involves essential elements like external environment, mission and strategy, leadership ,etc. In
context with H &M, it can be explained as beneath:
External Environment: It includes factors like political, social, environmental, business
ethics , competitors, etc. These elements help the company H&M to bring innovations and
modifications in the existing techniques and plans and strategies so as to achieve high
productivity within the organisation.
Mission And Strategy: Mission are short term in nature. They are normally for shorter
duration. Through mission company's exist their sustainability in the market. With the help of
mission statement company formulate strategy . The strategy of H&M is to provide good
clothes to the customers.
Leadership: This dimension refers to the study of structure of leadership that should be
carried out within the organisation that determines the head roles of the company. The leadership
should should carried out effectively by the top level managers of the organisations.
Organisational Culture: It means identifying information internal as well as external
values, principles, rules and regulations that will impact the behaviour of the organisation.
Structure: This study is not limited to hierarchical structure but it concentrates on the
responsibility, authority, and control that resist within the people of the company.
TASK 3
P4.Explain different barriers for change and determine how they influence leadership decision-
making in a given organisational context
Different barriers of change
Change is the process, tools and techniques to manage the employees to achieve the
required organisation outcome. It is for help of the organisational growth. There are many
barriers that can prevent an organization from adopting change and moving forward. There are
following barriers that an organization will face when implementing change:
Fear of the unknown or Unfamiliar
Most of the companies are unfamiliar or unknown towards the changes that what kind of
change can come in to future. Sometime they accept changes but most of the time they did not
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accept them because they don't ant to take risk. It is not confirm that this change will profitable
for them (Soehner, 2015).
Ineffective Leadership
If the employees did not embrace the new changes then the implementation will
be an uphill battle. Ineffective leadership leads to disillusionment, quitting and tension in a wide
array of endeavours such as business team sports and politics. In this leadership the leaders lack
the courage to tackle difficult problems, blame to others. These leaders have a devastating effect
on the organization by impairing communication among members, undermining staff
commitment to the organization success and other staff members and leaders in the organization.
Broken Communication
When introducing change management to an organization, it is crucial to communicate
the changes being implemented to every level of the organization. It prevents the employees of
the organisation from receiving and understanding the messages others use to convey their
information, ideas and thoughts.
Competitive Forces
In many organizations external forces drive organisational change. Competition, external
threats, technological changes.
Different barriers of change
Change is the process, tools and techniques to manage the employees to achieve the
required organisation outcome. It is for help of the organisational growth. There are many
barriers that can prevent an organization from adopting change and moving forward. There are
following barriers that an organization will face when implementing change:
Fear of the unknown or Unfamiliar
Most of the companies are unfamiliar or unknown towards the changes that what kind of
change can come in to future. Sometime they accept changes but most of the time they did not
accept them because they don't ant to take risk. It is not confirm that this change will profitable
for them.
Ineffective Leadership
If the employees did not embrace the new changes then the implementation will be an
uphill battle. Ineffective leadership leads to disillusionment, quitting and tension in a wide array
of endea, market conditions and economic forces are all common driven to a extreme pace of
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change that has a high risk of failure (Van der Voet, Kuipers and Groeneveld, 2015). Its does
not always mean difficult processes. It often indicates a number of moving parts situational
changes That can not be easily predicated and can impact positively and negatively the way a
business operates.
Complexity
For the development of the organization more complex processes, system and products
change becomes more challenging. Complex changes require diligent and more effective project,
risk, quality, knowledge and change management.
Force Field Analysis
It is a change decision making and management techniques. It displays and analyses the
forces driving movement toward a goal or movement towards the goal. It can be use as a
business management tool in the organisation in any situation when planning a major change. In
H&m The tool is useful for making decision by analyzing the forces for and against a change,
and communicating the reasoning behind the decision.
To bring about any change, the balance between the forces which maintain the social self
regulation at a given level. There are two forces used in this analysis.
Driving Forces
These forces are internal and external. An internal force such as knowledge, management
and workforce and external force such as economy, competitors and technology that shape an
organisation's future. It is a positive force for change.
Restraining Force
By this force making change harder. These force counteract driving forces and lead to
avoidance or resistance of change. This forces are increase for lack of training, fear and lack of
incentives.
TASK 4
P5 Different leadership approaches to dealing with change in a range of organisational contexts
Leadership has cause and effect relationship in which organisations and success depends.
The leaders includes culture, determine values, employee motivation and change tolerance. It
helps in building strategies including their effectiveness and execution. The successful leader
influence others for maximum benefits. There are various types of leaders which impact success
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of an organisation (Wagner, 2016). The different types of leadership style in an organisation are
as follows:
Autocratic
In this type of leadership style, people are inexperienced and thrust upon for new position
or report which involves management of people. Such types of leaders can harm or damage
organisation as they follow their follower for executing strategies and services. This leadership
involves all decisions from leaders, rules and communication is important. As this leadership
style helps in H&M for making decision quick, clear chain of command and creates strong
directive. Similarly it has negative impact for H&M because it discourages group input of
employees, ignore creative solution from expertise and impair morales. It also helps in under
pressure and effective for small groups. As H&M is manufacturing company so it clearly defined
task, deadlines and rule following. Autocratic leaders finished projects on time and prevent
accidents by obeying safety rules for workers.
Bureaucratic
It is made and rely to achieve goals and objectives of an organisation. These leaders
follows company's policies and rules for achieving results. It is mostly found in public
undertaking. It creates separation as per requirement of labour for completing task. They prefer
rules, regulations and laws. H&M helps in removing favouritism from organisation and every
member and team aware about duties and role. It also promotes creativity in H&M and high level
job security for such leaders. It always chose best practices for their employees with upward
scalability. Similarly, this leadership have some negative impact for the firm which can be
productivity challenge for staff of H&M and lack of freedom for creativity. The firm could not
accept the changes need of organisation.
Democratic
It is also called participative or shared leadership in which group members participate
more in decision making process. It can be apply to schools, governments, private businesses,
organisation. Every individual get opportunity to share ideas, views and encouraging for
discussion. It is the best leadership style which increase productivity. Equal contribution of team
member and group morale increment. H&M employees share their ideas and opinion with team
member, high involvement of each and every member and encouragement for reward and
creativity (Yoder-Wise, 2014). Sometimes in this style communication fails and poor decision
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taken by unskilled group. The minority employees or individual opinion are overridden. This
helps in achieving objectives for firm and is most suitable leadership style for all type of
company
Situational
This leadership suggest to adopt different styles according to outcomes or situation. It is
the relationship between followers and leaders and accordingly action is taken. It helps for
creating language for performance, influence multidirectional task, increase employee
development and quality, adoption of organisation change. H&M face problem in adopting this
style.
CONCLUSION
From this mentioned report it can be concluded that H&M faces organisational changes
which has impact on organisation's strategy and operation and assessing different drivers for
change. The assignment has covered internal and external drivers of change which affect
leadership, team and individual behaviours within an organisation with theories. H&M should
evaluate measure for minimizing negative impacts on organisation behaviour. The report also
explained different barriers for change which influence leadership decision making in
organisation by using force field model. There are various approaches for dealing with change in
company. Each and every changing needs should be adopted by the firm for achieving goals and
objectives.
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REFERENCE
Books and Journals
Alavi, S. B. and Gill, C., 2017. Leading change authentically: How authentic leaders influence
follower responses to complex change. Journal of Leadership & Organizational Studies.
24(2). pp.157-171.
Anderson, D. L., 2016. Organization development: The process of leading organizational
change. Sage Publications.
Barros, V.R., and et. al., 2014. Climate change 2014: impacts, adaptation, and vulnerability-Part
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the Intergovernmental Panel on Climate Change.
Bascia, N. and Hargreaves, A., 2014. The sharp edge of educational change: Teaching, leading
and the realities of reform. Routledge.
Bin Taher, N. A., Krotov, V. and Silva, L., 2015. A framework for leading change in the UAE
public sector. International Journal of Organizational Analysis. 23(3). pp.348-363.
Byers, V., 2017. The challenges of leading change in health‐care delivery from the front‐line.
Journal of nursing management. 25(6). pp.449-456.
de Sousa Jabbour, A.B.L., 2015. Understanding the genesis of green supply chain management:
lessons from leading Brazilian companies. Journal of Cleaner Production. 87. pp.385-
390.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Goldstein, J., Sauer, P. and O'Donnell, J., 2014. Understanding factors leading to participation in
supplemental instruction programs in introductory accounting courses. Accounting
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Jacobs, S., Rouse, P. and Parsons, M., 2014. Leading change within health services: The theory
behind a systematic process for leading the implementation of new services within a
network structure. Leadership in Health Services. 27(2), pp.72-86.
Lawrence, P., 2015. Leading change–Insights into how leaders actually approach the challenge
of complexity. Journal of Change Management. 15(3). pp.231-252.
NHS England, 2016. Leading change, adding value. British Journal of Healthcare Assistants.
10(6). pp.302-303.
Rogers, R. and Marres, N., 2016. Landscaping climate change: A mapping technique for
understanding science and technology debates on the World Wide Web. Public
Understanding of Science.
Soehner, C.B., 2015. Leading change in libraries: A case study. Library Leadership &
Management. 29(2).
Van der Voet, J., Kuipers, B. and Groeneveld, S., 2015. Held back and pushed forward: leading
change in a complex public sector environment. Journal of Organizational Change
Management. 28(2). pp.290-300.
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Wagner, W. E., 2016. Leadership for a better world: Understanding the social change model of
leadership development. John Wiley & Sons.
Yoder-Wise, P. S., 2014. Leading and managing in nursing-E-Book. Elsevier Health Sciences.
Online
Leadership Styles Choosing the Right Approach for the Situation. 2018. [Online] Available
through: <https://www.mindtools.com/pages/article/newLDR_84.htm>.
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