Understanding and Leading Change

UNDERSTANDING AND
LEADING CHANGE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO 1.................................................................................................................................................3
P1 Impact of change on organisational strategy and operations..................................................3
LO 2.................................................................................................................................................6
P2 Impact of drivers of change on organisational behaviour......................................................6
P3 Minimizing negative impacts of change.................................................................................7
LO 3.................................................................................................................................................9
P4 Decision making.....................................................................................................................9
LO 4...............................................................................................................................................10
P5 Leadership approaches in organization................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Change is defined as making new inclusion in the working practices already undertaken
by organization or introducing new factors in organization. This report is based on the case study
of NATS Company. Henceforth, report will emphasis on the different impacts change has made
over organizations. Different drivers of change have also evaluated in this report that drive
company to introduce change in the organization. Furthermore, this report would also assess how
barriers of change influence the leadership decision making in the organization. Different larder
theories and approaches have also applied to implement change in organization in the most
beneficial way.
LO 1
P1 Impact of change on organisational strategy and operations
In present times, organisations face a dynamic business environment and have to keep
themselves updated with changing times. Organisational change is the set of actions which a
business implements in the organisation to alter major components like culture, technologies,
operations, infrastructure and internal processes. Business which fail to implement organisational
change become incompetent in the market and may become extinct.
The changes can be perceived as positive or negative on the basis of attitudes of employees
which impact the bottom line. Planned change is the strategy of implementing changing rules,
policies and regulations in line with organisational objectives in the long-term and may contain
multi-year projects (Winders and et.al., 2019). Emergent change on the hand is the strategy to
promptly develop and implement improvements in working features and operations.
There are internal and external factors that drive and influence change. External factors include
demographic characteristics, social and political pressures, market changes and advancement in
technology. Internal factors include Managerial or behavioural decisions and Prospects or
problems in human resource management. SWOT refers to the external and internal analysis of
an organisation. The drivers of change for NATS and National Railway are illustrated by SWOT
highlights.
National railway:
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Strengths: Large network of rail tracks (20,000 miles), tunnels and bridges (40,000),
establishment and commutation in key locations around the country, no influence of traffic and
road obstruction.
National railway operates country’s 18 major railway stations across Edinburgh Waverley and
London King Cross.
Weakness: Political and bureaucratic pressures, changing demand of travellers, need for
increased and well build capacities. Bank holidays and night duration affects civil work
operations, inefficiency of workforce and engagement issues. Employment and deployment gaps
of employees.
Opportunities: Technological advancements in identification of errors and faults for improved
safety measures and prevention of accidents. Online training facilities in remote areas of UK.
Better error management and enhanced operational process (D’Allura, 2019).
Threats: Cancellations and delays caused by TOC, no intervention from Network rail or DoT.
Possibilities of companies like National express and Green Line to sought control of key routes.
NATS:
Strengths: Leader in the industry for technological infrastructure, high safety standards of air
traffic control, continuous research and development, innovations and changes implementation.
Weakness: Recruitment, screening and selection procedure of Air Traffic and Control Operators
and controllers, need for innovation in HRM.
Opportunities: Implementing TBS technology, Modernising airspace, optimal utilisation of
Digital remote towers, improvement in Air traffic management using modern technologies,
trajectory-based operations.
Threats: Emerging marketplace challenges, increased competition, EU policies like Single
European Sky which leads to less dependence on NATS and other political uncertainties.
The drivers of change have resulted in need for organisational changes which are being
implemented in the National Railway and NATS UK. The changes can be categorised into four
types:
Strategic changes: Strategical changes are implemented in organisations to attain goals and
objectives in response to changes in external environment which affects the mission and vision
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