Table of Contents INTRODUCTION...........................................................................................................................3 TASK 1............................................................................................................................................3 P1: Compare organisations on the basis of organisation’s strategy and operations..................3 M1: Assess the different drivers for organisational change........................................................7 TASK 2............................................................................................................................................7 P2: Internal and external drivers of change that affect leadership, team and individual behaviours...................................................................................................................................7 P3: Evaluation measures to minimise negative impacts of changes...........................................9 M2: Apply theory to evaluate organisational response to change............................................11 D1:Conclusions and recommendations for change and its impact...........................................11 TASK 3..........................................................................................................................................11 P4. Different barriers for change and determine how they influence leadership decision making.......................................................................................................................................11 M3: Use of Force Field analysis...............................................................................................14 D2: Evaluation of the use of force field analysis in meeting organisational objectives..........14 TASK 4..........................................................................................................................................14 P5: Leadership approaches to deal with change.......................................................................14 M4: The extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks..........................................................................16 D3:Evaluationoftheeffectivenessofleadershipapproachesandmodelsofchange management..............................................................................................................................17 CONCLUSION..............................................................................................................................17 REFERENCES..............................................................................................................................18
INTRODUCTION Change is a crucial part of business that participate to meet out the issues faced in the process of initiation as well as while implementation certain changes for the better functioning. Understanding and leading changes is a framework that generate the awareness and lead the organisation to change the behavioural pattern in order to meet out the challenges effectively (Aspling and Drewell, 2013). Participant usually analyse or examine the internal and external factors like political,technological and psychology issue to undergo the process of changes. Thus, most of the successfully organisation significantly accept the changes by preparing competitive team that understand the value of changes for an organisation and effectively participation in the process. For the better understanding of report Iceland company has been selected which is the supermarket store of UK that deals in grocery item and frozen food like dairy and dry product. It basically cater the need of large audiencewith the help of its lengthy retail chains. This report cover following topics such asdifferentiate various ways of changes that impact the operations and strategy for changes. Evaluate the influences of external factor that leads to changes and affect the organisation behaviour.Moreover, determine the barrier to changes that influences the leadership decision making. Furthermore, application of various range of leadership approach that leads to the initiative of changes are covered in this report. TASK 1 P1: Compare organisations on the basis of organisation’s strategy and operations Aseachand everyorganisationwhetheritislargeor smalloperatein dynamic environment that keeps on changing due to external factors like increase in competition rate that can affect the long term sustainable objective of an organization. This makes it vital for the company to examine the factor that can affect its working and take precaution to cope up with challenges. There are mostly large size business that provide training to their staff on the regular basis so that they remain competitive and upgrade their strength by adopting latest innovation that changes the working pattern. So, it simply require the effective strategy that need to be adopted by the manager of company to expand the business, maintain the market share and functioning smoothly(Benke and Miller, 2013). Herein, Iceland company constantly understand and observe the behaviour and buying pattern of its customer so that the company can deliver the product and services as per the requirement of consumer. It generally ask their customer to post
the feedback for their store which help to take the corrective measure and accordingly expand thatincreasetheprofitabilityof firm.Like,with theincreaseawarenessand growthin employment opportunity for both male and female member of the family Iceland other than raw food started a new range of frozen item. These ready to make cooking food items made the life of consumer simpler and enhanced the footfall of company. Moreover, the company stretches its effort and instead of just dealing through its retail store extended its operation to online platform as well. This provide the convenience to customer as they can go through the online catalogue, get the discount offer and purchase the grocery items from their respective places only. Further, with the help of strong distribution channel the product is delivered at the customer place with the help of stipulated time period. Thus, this depict that adopting of changes and significant strategy leads to the value addition that attract the potential customer and improve the goodwill to company. Comparison between Iceland and ASDA company on the basis of changes that impact the strategies as well as operations of an organisation.
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Basis of ComparisonIcelandASDA Structural changeInitially, Iceland company opted for hierarchystructurewhere information flow from top to bottom which leads to centralised method of decisionmaking.Lateronthe companyadopteddivisional structurewhichincludevarious functionslikeHR,financeand marketingthatisresponsibleto perform their activity which in total isresponsibletoaccomplishthe objectiveofanorganisation.This lead to better decision making where all the team member come up with innovativeideaandconsulttheir functionalmanagerwhohavein- depthknowledgeandcompetency over their department. Thus, all of them together function to attain the better output. ASDAcompanyfollows hierarchy structure which include various level of management that control the functioning of overall organisation by maintaining the coordination within various level ofmanagement.Thisstructure assist the company to manage the communicationmakesquicker decision but limits the flexibility or creative thinking ability.
Changes on strategyAsIcelandcompanyexperiences hugecompetitioninexternal environmentduetowhichithas adopted low pricing or penetration strategy where it sell the premium qualityataffordableprices. Company does not keep their prices static which mean they analyse the strategyoftheircompetitorand constantly bring significant changes like loyalty card is prepared to get the additional discount and selling of bundle good at more cheaper price and so on. Thus, constant changes in the strategy helped the firm to widen its reach by sustaining the existing customer and attracting the potential ones. ASDA company believes in mass sellingforwhichithastoo adopted penetration strategy as it lead to the increasein overall sales of company. Although it at times usually set the price higher than its competitor to gain the additionalrevenuewhichall togetheractasathreatfor company.Socompanychange their strategy and believe in word of mouth publicity to penetrate the whole market(Chang, 2014). Changes in operationWith the increase in digital media has made the lives of people as well ascompanysimplerforinstance, earlier the Iceland company majorly depend upon the brick and mortar output and later on it changes its operation by shifting towards online platform to deal with customer and handletheirgrievances.Further, company majorly depend upon the social media to promote its brand. ASDAcompanyprogressively concentrateonitsdistribution channel by minimising the days ofdeliverthatenhancedtheir operationbyincreasingthe productivity as well as long term profitability of firm.
M1: Assess the different drivers for organisational change There are several internal and external factors that act as a drivers for the Iceland company to adopt the changes.This can change the operation, strategy, organisation culture as well as pattern of doing work(Blewitt, 2012). Like, the company paid attention in their staff and empower their skill through training and development programme which enriched them and make them challenging to accept the changes. For this communication took the major place where the manager and employee interact with each other on the continuous basis to overcome the hindrance face by firm. Along with this Iceland adopted the technology that made it easier for the firm to maintain the inventory and bing long term relation with customer. TASK 2 P2: Internal and external drivers of change that affect leadership, team and individual behaviours External drivers:It include PEST analysis on the basis of which firm takes all the major decisions like expansion or diversification. As these factor are not in control of business so it is vital for the firm to analyse these external factor and make decision accordingly as it the affect the leadership style and behaviour of an individual within team. Political Factors:It refer to the taxation policy, trading as well as government policy that affect the overall performance of firm. Any change in the policies of government within retail industry affect the functioning of Iceland organisation. So in that case company adopt the new strategy on the basis of changes that affect the behaviour of individual and team within an organisation. Further, these regulation like imposition of high tariff rate hampers the whole trading that mean import and export of food items. With the shift of Iceland and other retail store in e-commerce platform leads to the issue like privacy or security breach which require the intervention of local authority that how the data is stored and shared. This at times become complicated for the firm to cope up. Economical Factors:These factors involve inflation rate, interest, economic trend, foreign exchange and so on that affect the demand and supply of commodities. As the economic condition are dynamic like during rise retail industry experiences profitability whereas during decline people are less likely to shop. Thus, Iceland needs to make strategy on the basis of inflation or recession. Moreover, Iceland has the huge scope to expand the business as it is
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expected that the whole retail industry will constantly grow by 2020 provide which positive affect the leadership pattern, individual behaviours and team. Therefore, this enhances the employment opportunity for local residence due to which there is a wider scope to enhance the confidence and shape the economy effectively. Social Factors:Social factor is the customer preference or the attitude of customer while making the final purchase. As customer like to purchase in bulk due to which Iceland company offer the wide variety of food items under one roof so that they get all the utility item within one place. In relation to Iceland company cater the requirement or preferences of large audience with the help of its website. Along with that it even showcases the targetted advertisement with the help of social media to tie up valuable relation with the current and potential audience(Driscoll, 2017). Therefore, as most of the customer get attracted by the deal so company frequently announces the offer. Technological Factors:Technology refer to the innovationand adoption of latest trend that leads to smooth functioning of business to carry out the day to day activities of business. Internet is a boom for retail industry which has enhanced the sales of company. Like, with the help of digital catalogue customer of Iceland can select or pick up the items online whichis shipped to their respective places. Hence, adoption of new software and system makes the internal functioning fast and easy that impact the leadership style, individual and team behaviour to shift the performance of business. Internal drivers:Internal drivers refer to the SWOT analysis of company that include internal (strength, weakness) as well as external (threat, opportunity) factor. These are factor which can be controlled by the business by enhancing their potential and overcoming their weaknesses for overall profitability. StrengthsWeaknesses With the help of social media company promoteitsbrandandcommunicate with customer regarding the benefit of loyalty card and occasional discount. So it touches the existing and potential customer on the basis of feedback. Thecompanyhaslimitedscopeor product range in comparison with other rivalries like ASDA and Tesco. Due to whichitattimesexperienceslow profitability. Companyhaslowpresenceand recognitionvalueininternational
Icelandcompanyprovideshome delivery facility for the convenience of customer and cater the need of people who live in distance. market. OpportunitiesThreats Icelandcompanycanavailthe opportunity of its financial position and make the huge capital investment in emerging economies. Thecompanycanmergeorform strategic alliance in order to cope up with competition and gain long term sustainable development. Pressure of constant price wars from existing rivalries. The changing policies of government or political instability act as a threat to company. P3: Evaluation measures to minimise negative impacts of changes The manager of an organisation formulate the strategy with the motive to enhance the performance of business and attain the objective successfully to gain long term sustainable development. Herein, Iceland the manager motivate their staff on the continuous basis in order to promote them for accepting changes and attain the objective desirably(Dudar, Scott and Scott, 2017). Thus, there are various negative impact of changes that affect the business for which Burke Letwin model is used which are discussed below: Burke Letwin Model:This purpose of such model is to assist the Iceland firm and minimise the chances of negative impact that can adversely affect the functioning of whole firm (Burke Letwin model, 2019). It include twelve element which is discussed below: External environment: There are certain department of the Iceland company such as research and development department that is responsible to analyse the external factors. It include government regulation, taxation rate, technological changes, competition rate etc. which are analysed by top manager as well because it impact the performance of business.
Mission and strategy: It refer to the objective of firm which are discussed by the top executive of Iceland with their employee. This help them to gain the better understanding of their task so that they can attain their targets effectively by eliminating the chances of negative impact. Leadership:Leader are an essential part of an organisation that motivate the employee to enhance their performance(Power, 2016). So it is vital for Iceland to adopt effective leadership style like participative style in order to manage the performance of business and face negative situation smoothly. Organisational culture: It involve the guideline, regulation as well as practice which are equal for all the internal member of an organisation. Iceland company are more relationship oriented where they conduct the meeting and work on the areas where staff find difficulty. Thus, maintaining interpersonal relationship helps the firm to eliminate the barrier of negative impact of changes. Structure: Organisation structure plays an effective role to cope up with the negative measure that arises while the firm accept the changes. Herein, selected company follows divisional structure where each head regularly communicate with employee and take them to the right directive by solving their problem. System:The internal system of Iceland company have designed their structure and take frequent measure to support as well as motivate the internal personnel. It include the opportunity where training is provided to the employee on regular basis that lower down the negative barrier that act as a consequences of changes. Management practices:In order to encounter negative measure of changes the top management of Iceland company is responsible to plan out the effective or problem solving strategy. Thus, the internal staff needs to utilised the resources in such a manner the chances of wastage gets minimised which improve the profit of business. Motivational level: Internal member are encouraged by team member to maximise their potential and deal with negative impacts of change(Götz, 2012). Working Climate:Iceland companypromote the staff through reinforcement techniques which can be positive or negative. Like, it include reward system, promotion, demotion, transfer and so on whose motive is to take the organisation and its member in progressive direction while smoothly dealing with up adverse situation.
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Task and skill: The employees of an organisation are hired on the basis of job specification so that they can effectively manage the task on the basis of their capability. Along with that Iceland company groom the skill of their manpower so that they can be the part of changes whether they remain self sufficient to deal with negative circumstance. This makes an employee asset for the organisation. Values and needs of individual: The organisation is responsible to cater the need of their employee as well by meeting out their expectation(Price and Ota, 2014). The HR department of Iceland company provide the safe working area to the consumer where they get suitable area to operate and mange the work life balance to manage negative situation. Generalalongwithindividualperformance:Performanceifanorganisationis examined on the basis of productivity, turnover rate as well as while comparing with external competitor. Thus, Iceland company enhances the chances of cooperation and make the team competitive which mitigate the chances of negative impact that may arise at the time of changes. M2: Apply theory to evaluate organisational response to change On the basis of Burke Letwin model organisation can go through the various elements likeexternalenvironment,workingclimate,structure,strategyandsoonwhicharethe significant part of an organisation. This depict the response of an organisation towards changes by which the manager can adopt the suitable strategy. It perhaps display the potential area where business can function effectively and compensate the negative situation to deal effectively. D1:Conclusions and recommendations for change and its impact Changes are the vital part which are essential for the success of firm(Hruška, 2015). So it has been concluded that organisation needs to analyse the external drivers and formulate effective decision by adopting the changes which improve the performance of business.It has been recommended that Iceland company should conduct training and development programme to enrich the skill of their staff. Moreover, the manager should constantly communicate with their staff and make them understand the relevance of changes. Therefore, this make the staff competitive and bear the negative circumstances while undergo through the process of changes.
TASK 3 P4. Different barriers for change and determine how they influence leadership decision making. In the competitive world, all organisations focuses on staying in race of competition and achieving success. For this, they needs to change business activities, strategies, tasks or operations to be successful. Changing all the aspects is not an easy task as there are various barriers for change as well as all influences business leadership decisions. Some of the barriers that hinders management of Iceland Foods Limited to take further step for change are as follows: Employee resistance:Individuals play important role in success or failure of change due to the human nature as well as reluctance to change. Workforce prefers to complete actions in their comfort zone and barely prefers changes. Leaders of Iceland Foods Limited makes decision to implement changesso that organisational members performs activities with new ways and develops an image in themultinational market but employees becomes resistant to accept change that influences leaders decision making at great level. Fear of unknown: At individual level, all have fear of unknown circumstances and it arises within people who cannot embrace changes(Lewis and Allen,2015). Many employees have unknown fear such as job insecurity or suspension from workplace after implementation of organisational changes. The workforce who do not understand the requirement of change at correct time period generally have more fear of unknown situations. Leaders understands the employees situations and frame decisions that can benefit or reduce the fear but due to the unknown fear they hesitate to accept decisions and changes which influences leadership decision making of Iceland Foods Limited. On order to overcome the above mentioned barriers of change management of Iceland Foods Limited uses Force Field analysis that helps in analysing forces that influences change. The description of the analyses of model is as follows: Force Field Model: Such model was developed by Kurt Lewin who was a social psychologist. Such model provides framework to emphasis on forces or factors that are either driving movements or blocking movements. It includes forces driving change along with forces restraining change(Seshaiyer, 2017). The model is used by managers of Iceland Foods Limited with the aim to investigate power balance involved in issues, identification of allies along with opponents and identifying the ways to influence organisational targetted groups. It helps in managing change and making employees understanding the essential requirements of change at
workplace. For instance, the demand for non frozen grocery products in the market is increasing and managers of Iceland Foods Limited have decided to expand their segment of non frozen grocery items. This acts as change for the enterprise as now they have to expand such segment with providingitems of demanded products at different stores. For this, they have to provide training programmes to employees in order to deliver the demanded products to existing as well as new targetted groups. Stages in the force field analysis includes: Change substance: The managers of the company at this phase identifies as well as defines the requirements of changes that the company will be adopting in coming time period that will help in gaining beneficiary results. The top level authorities of Iceland Foods Limited emphasis on situations and determine needs of changes for future time period. Identifyingchangingforces:Executivesofthecompanyafterunderstandingthe requirements focuses on identifying changing forces by implementing strategies that helps in identification of such forces which are closely linked with change. Identification of alternatives: By understanding and identifying forces management of Iceland Foods Limited identifies numerous alternatives and at the same time evaluates them with the situation by making modifications in order to select the best alternative which will leads the company towards success in future. Assigningscores:ManagementteamofIcelandFoodsLimitedassignsscoreto alternatives by considering the modifications as well as further perform actions. EvaluationandExecution:Whileimplementingchangesthemanagersofthe organisation evaluates the performance of employees and compares the performance after change and before implementing changes as well as accordingly execute further plans to attain the success(Shani, 2017). Forces of change at Iceland Foods Limited: Driving forces: Greater competition. Ethics as well as social values. Workforce commitment to work. Resistant forces: Unknown fear among employees. Parochial self interest.
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Comfort habits. Through such analysis, managers of Iceland Foods Limited ascertain forces that delays implementation of change and can overcome from several barriers of change that influences decision making of leaders. M3: Use of Force Field analysis. The management of Iceland Foods limited helps in analysing forces that are favourable or against any change (Force Field Model. 2019). Some of the forces are: Driving forces: Such type of force managers to initiate any organisational change(Lorg, 2018). They exceeds resisting forces and some of the driving forces are promotional desires and managementcompetencethatencouragesworkforcetoacceptproceduresofchangeby influencing leaders decision making of Iceland Foods Limited in beneficial manner. Resisting forces: These forces results in making things complex and harder as they resist towards accepting any change. These are basically the internal forces at Iceland Foods Limited that resist changes are focusing on present results, uncomfortably of employees with changes and so on which decision making by leaders in negative manner. D2: Evaluation of the use of force field analysis in meeting organisational objectives. Managers uses Force Field analysis model to differentiate factors as favour and against the changes by considering different situations. Such model includes forces of acceptance along with forces of resistant to organisational change(McColgan, 2013). The acceptance forces are considered as strengths where as resisting forces as weaknesses. Driving forces benefits the managers of Iceland Foods Limited in expansion of segment according to customer demands which helps organisation to meet objectives. On contrary, resistant forces delays working and creates communication breakdown which resist the company members to meet organisational objectives. TASK 4 P5: Leadership approaches to deal with change. Organisations in the dynamic market place deals with numerous changes as well as implement strategies by understanding the key requirement of change in order to grow in the internationalmarket.Theleadersplaysimportantroleinmotivatingalongwithleading
employees to accomplish business objectives. Iceland Foods Limited emphasis towards Lewin's change model to understand as well as structure change. Model is as follows: Lewin's Change model:It is most poplar as well as effective model that helps in understanding organisational changes. It was designed by Kurt Lewin in 1950s. It also holds validity in the current time period. This model includes three stages that are as described: Unfreeze stage:Such stage involves people to prepare for any change(NHS England, 2016). At this step, managers of the organisation themselves get prepared to accept change by accepting the fact thatit is needed for the growth and success of people, team members and business as whole.It is an important stage as numerous people at workplace makes attempt related to resist change but top level authorities breaks such status quo and explains workforce to reasons of change and benefits for the change for individual employee and business. At such phase, deep looking into core functions is done and all are re examined. Change stage:This stage involves taking place of real change or transition. Such procedure require more time to implement the change as more time is spend on embracing new principles, developments, changes, happenings and so on aspects. Herein, effective leadership as well as assurance plays key role as such aspects makes procedures easy for the members involved in the change process and steer forwarding in appropriate direction. Leaders influences employees to accept the change by providing them assurance that the changed state will provide more benefits then the existing state. In addition, the stage helps Iceland foods Limited workforce to give up their old techniques or ways of performing work and accepting new methods that will help in gaining more benefits. Refreeze stage:When the change is accepted as well as implemented by work force then organisation begins towards stable working again. Thus, such stage is termed as refreeze stage as at this stage staff members begins to work in their normal routines with new developments and methods. The leaders of Iceland Foods Limited makes sure that operations are performed with new changes all the time even after achieving objectives. Employees have sense of stability and gets comfortable along with confident from the acquired changes. Thus,witheffectiveapplicationofLewin'sChangeModelatworkplace,leaders encourage employees to accept change which results in benefits to Iceland Foods Limited to lead for organisational change.
Leadership approaches:the approaches of leadership describes characteristics of a leader. Some of the leadership approaches adopted by leaders of Iceland Foods Limited are the followings: Transactionalleadership:Theleaderswhoadoptssuchapproachfocuseson performance, supervision and organisation(Sibbet and Wendling,2018). Using such approach, leaders promote compliances and are able to keep workforce motivated by encouraging them to monitor self development and re innovates current working system to new system in order to build capabilities to face future circumstances. Along with this, the leaders of Iceland foods Limited adopting such style develops trust and sense of belongingness among staff members by granting rewards on the basis of performances. Advantages:Transactional leadership approach does not involve high training costs and does not have any type of nuances. Leaders with transactional leadership utilizes powerful motivatorssuchasmonetaryaswellasothertangibleperkswhichincreaseemployee performances. Disadvantages: These leaders are many times considered as insensitive as they do not effectively relate them self with other departmental workforce. Such leaders of the company results in negative outcomes for attaining organisational objectives. Participative leadership:Under such leadership approach leaders indulge subordinated in formulating strategies, solving problems and many more(Nickitas, 2014). They focuses on collaborations, mutual respect, open conversations, promoting innovative ideas and sharing responsibilities among employees of Iceland Foods Limited. Advantages:Adoption of such approach increases staff productivity, diversity of ideas and creating favourable environment where strong teams are build to attain objective sin effective manner. Disadvantages: Such approach is not effective in sudden or emergency situations and results in slow decisions making by employees. M4: The extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.. Effective application of Lewin's change Model helps organisational managers of Iceland Foods limited to provide directions for the progress of change acceptance from unfreezing stage, change stage and refreezing stage where needs for the change are identified as well as staff
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members are motivated for change acceptance(Pasmore,2015). Leadership approaches like participativeapproachandtransactionalapproachincreasescoordination,cooperation, interaction as well as confidence of employees. But in cumbersome or sudden situations, these creates hurdles and confusion to deliver organisational changes. D3: Evaluation of the effectiveness of leadership approaches and models of change management. If leadership approaches for instance, transactional approach and participative approach are effectively applied by leaders of Iceland Foods Limited then it benefits the employees and organisation to increase engagement of employees, innovative ideas for solving problems results inenhancingbusinessprofitability.Otherwise,hugelossessuchasinconsistency,dis encouragement and resistance of employees for change(Suri and Jayashree, 2019). If managers of Iceland Foods Limited effectively apply Lewin's Change model then they can make employees understand the necessity for change which reduces insecurity and unknown loss fear to accept change. On contrary, if such model is not effectively applied then leaders may not be able to encourage employees to perform according to new practices, techniques which can affect decision making by leaders. CONCLUSION From the above report it has been determined that organisation establish with the motive of long term long term growth prospective for which they need to understand and go through the process of changes. There are external and internal drivers of changes that needs to be analysed by the manager as it helps to determine the objective and take all essential decision. Moreover, Burke Letwin model helps the firm to overcome the chances of negative implication. Further, there area various leadership approaches and Kurt Lewins change model that help the manager to understand and lead changes.
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