Understanding and Leading Change

Understanding and Leading
Change

Table of Contents
1INTRODUCTION........................................................................................................................................................3
2MAIN BODY................................................................................................................................................................3
3LO1...............................................................................................................................................................................3
1P1. Impact of change in organization .....................................................................................................................3
4LO2...............................................................................................................................................................................9
1P2. Impact of Internal and External drivers of change over leadership and individual behaviour in organization 9
2P3. Measures to minimize the negative impact of change on organization behaviour.........................................13
5LO3.............................................................................................................................................................................16
1P4. Barrier of change to influence leadership decision-making............................................................................16
6LO4.............................................................................................................................................................................17
1P5. Leadership approaches to deal with change....................................................................................................17
7CONCLUSION...........................................................................................................................................................20
8REFERENCES............................................................................................................................................................22

1 INTRODUCTION
Changes are denoted as the influence of development regarding new technologies and
related inclusions in the business sector and organizational hierarchy. All such changes that
influence the entire organizational hierarchy are more specifically specified as leading changes.
In this report, Marks and Spencer (M&S) is taken as an organization. M&S was established in
the year 1884 by Micheal Marks and Thomas Spencer. M&S is a leading brand in retail sector
and carry the business operations across the globe. Archie Norman is the current chairman of the
M&S. Steve Rothwell is designated as Chief Executive in M&S. All the influences of driver of
change over leadership and other individual and team behaviour will be precisely expressed in
this report. All the suitable measures to measure all the negative impact of change in
organizational hierarchy will also be reported in this report. All the respective influences over the
leadership in the organization because of the barrier of change. A suitable leadership approach
for the change initiative in the organizational context will also be reported in this report.
2 MAIN BODY
3 LO1
1 P1. Impact of change in organization
Organization Change: Organization change is defines as the change in the operational
practices, structure, organization hierarchy and technology. All such aspects resulted into
improved operational efficiencies of the company.
Impacts Marks and Spencer(M&S) Tesco
Strategies Formation The management of M&S has
faced plenty of problems in
forming strategies related to
the various operations.
The change in strategies
formation with the guidance
of information technology the
management of M&S got the
proper guidance and resources
to form the productive
strategies related to the
Strategy formation is a very
crucial process to get the
product success in the target
market but it equivalently a
very challenging task to
frame the perfect strategies.
With the influence of various
change drivers such as market
place requirements, business
imperative, cultural
imperative and environment
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marketing in context of online
shopping and many others
changes for various
operational activities.
The new techniques enables
the management of M&S to
deal with all the challenges
occurred previously due to
lack of information about the
market current market demand
and expectations of the
potential consumer's but with
the inclusion of information
technology in the organization
hierarchy the management can
analyse about all the above
factors as the various
resources such as market
research over consumer
expectations ate available over
internet that guided the
management of M&S to
launch all the products with
the proper strategies to cope
up with the expectations of all
the potential consumers of
M&S.
Inclusion of information
technologies in the operational
hierarchy of M&S provided
various inclusions are
conducted by the
management of Tesco such as
inclusion of information
technology in the operational
hierarchy that influenced the
entire strategy formation
related to the various
operations of the company.
The basic change information
technology could entertain
was to provide various
researches and guidelines to
evaluate about the current
market trend, fashion and
consumer's expectations
which earlier was the huge
challenge for the management
of Tesco.
The strategy formation
becomes very convenient
related to all operational
activities as all the quality
research and related
framework guides the
management towards the
right frame of mind.
Strategy formation is a tough
task and all such changes in
the retail sector has resulted
into various new techniques
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various new and dynamic
operational strategies to the
management of M&S that also
enabled the operational team
to reduce the cost for each
retail product which
previously was the big
challenge to reduce the cost of
sale.
Various drivers of change play
the crucial role in the leading
change related to the strategy
formation of the M&S such
drivers are precisely expressed
as market place requirements,
business imperative,
organizational imperative,
culture imperative and
environment factor. All such
drivers played the huge role in
the different strategies
formations related to the
various operational activities
of the M&S.
For example the management
of M&S has applied various
techniques in the strategy
formation which are deeply
influenced with current trend
and fashion and also guided to
use proper techniques to
and dynamic strategies that
positively impacted all
associated operational aspects
of the Tesco and it also
guided the management to
deal with the challenge
related to the reduction of
cost. The proper operational
techniques enabled the
management to follow the
right process that saved
plenty of time in operations
which directly helped the
management to reduce the
cost of sale.
The company management
implemented the strategies
related changes but the
company focused more over
applying the same strategies
rather then focus over
initiating the major changes
in strategy formation.
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reduce the cost and even the
selling price of various
products of the company. All
such aspects are influenced by
all the respected drivers of
Strategy formation (Ambekar
and Hudnurkar, 2017).
The management of M&S
relied more towards
technology in forming the
strategies specially marketing
related after the change of
strategy formation rather then
using the old techniques.
Transitional Change Use of old operational
techniques becomes the huge
challenge for the management
as the processes resulted into
increased operation costs.
Various change drivers such
as market place requirement,
environment, cultural
imperative and business
imperative guided the
management of M&S about
all the current operational
techniques that also dealt with
the challenge related to the
increasing cost of operations.
All such change drivers
provided huge relief to the
Transitional change played
the huge role for the
management of the Tesco to
deal with various challenges
regarding outdated
technologies.
Transitional changes are
denoted as the change of
phase that guided the
management of Tesco about
inclusion of various new
technologies and techniques
in the organizational
hierarchy of the company that
efficiently dealt with the
challenge regarding use of
outdated technology in the
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