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
4

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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management of M&S to face
with the challenge related to
the increasing prices of retail
products in the market as the
management could efficiently
apply new and effective
operational techniques with
the guidance of proper
research in regards to the
applications of all such
strategies the management
could reduce various
operational cost and even
certain processes remains no
longer usable that reduced the
cost of sale related to the
various products of the
company.
For example all the inclusion
of new technologies in the
operational aspects of the
M&S are majorly impacted
because of various drivers of
change.
operation hierarchy of the
company.
The management of Tesco
has not just dealt to upgrade
the old technology but it also
guided the management to
create various new processes
and techniques related to the
operations that also reduced
various stages and time in
conducting the entire
operation process of the
company. All such
transitional changes has
mainly influenced by various
drivers of change such drivers
are specified as environment,
culture imperative, market
place requirements.
Transformational Change Transformational changes
dealt with certain challenges
regarding up gradation of the
operational hierarchy based on
the current need and
requirements.
Transformational changes also
Transformational changes has
impacted the decision-making
journey of the Tesco
management in launching
various new products in the
retail market.
Transformational changes
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play the crucial role in dealing
with survival challenges
related to the business
organization.
Business imperative and
organizational imperative play
the major role in the
transformational change. As
all such change drivers guided
the management of M&S to
launch several new products
in the retail market and also to
upgrade various old products
based on the current need and
requirements.
For implementing the
transformational change the
management of M&S focused
more over launching new
retail products such as anti
hair fall shampoo and other
dynamic products that enabled
the company management to
transform the business
operations of the company.
For example at the various
occasions the management of
the M&S has included
numerous new techniques to
upgrade the operational
structure of the company that
guided the management of
Tesco to deal with survival
challenge and also the
challenge regarding updating
the quality of old products
based on the need of the
market.
All the transformational
changes are influenced with
Business imperative and
culture imperative drivers of
change.
In process of transformational
change the company
management focused more
over updating the existing
products the company
management not much
emphasised over launching
the new products.
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deeply influenced with the
need and demand of the retail
market (Church, 2017).
4 LO2
1 P2. Impact of Internal and External drivers of change over leadership and individual
behaviour in organization
Definition of leadership: Leadership can be defined as an ability or skill by which a leader
manage and guide a group of people or employees of an organization. So, it can be said that it is
an action of ability of leading staff members, team, individuals.
INTERNAL DRIVERS
Cultural Imperative
Cultural imperative impact on behavioural approaches related to the individual and
various teams in the operational hierarchy of the M&S.
Cultural imperative leads to various positive behavioural approaches such as better work culture,
friendly working atmosphere, good and dynamic leadership approaches.
Cultural Imperative also put a negative impact over leadership and individual behaviour in the
M&S as it influenced to use inconvenient working practices, negative work culture and
unproductive operational strategies that negatively affected the leadership behaviour and
approach in the M&S.
Various impacts have noticed in the operational structure of the Tesco influenced by
various factors of cultural imperative.
Factors related to the cultural imperative guided the management to improve the work culture of
the Tesco. Cultural Imperative also impacted the leadership behaviour in Tesco as it could
guided to the leadership of the company towards negative aspects such as unproductive working
strategies influenced by external and competitive factors in the retail sector (Goadrich, 2016).
In addition to culture you can discuss
1. Innovation: Innovation is one of the important element of culture. It refers creative
thoughts, innovative ideas of employees or other things by which company can improve
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its productivity.
2. Customer complaints: An effective culture is the one who have abilities to solve
customers complaints quickly and in an efficient manner. Those organizations who has
skills to prioritize its customesr and employees are seemed to have the best and effective
culture.
EXTERNAL DRIVERS
Environment
Environment is one of the dominating drivers that played the huge role in the various
development strategies related to all the products of the M&S.
Environment driver of change involve all the respective changes related to the political, social,
economic and legal factor related to the retail market in the organizational hierarchy of the M&S.
Environment drivers such as Competition, Government Policy, Technology and inflation have
affected the mentioned organisations.
New competition, Customer satisfaction and reviews impacted the leadership behaviour in M&S
as the leadership of the company becomes more creative and dynamic. The leadership of the
M&S could critically evaluate about the business practices of the company to improve the
practical efficiencies and also the behaviour of leadership could creatively think about following
the new and dynamic practices that can improve the profitability of the company in the retail
market. (Eesley, 2016).
The management of the Tesco seems very keen towards inclusion of all the respective
changes influenced with the various aspects of environment driver such as political environment
in UK, social inclusions and dynamics in UK and various changes in Laws of UK related to the
retail sector are included while forming various policies and strategies related to all business
operations of the Tesco. Environment factors attached to the retail sector could also influenced
the leadership behaviour of the Tesco by providing more dynamic and creative approach towards
the business practices of the company.
Market Place Requirement
Market place requirement is a very productive driver of change that leads the
management of M&S to introduce various new products in the retail market based on the
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requirements of the market. All the individual and teams in the operational hierarchy of the M&S
work as per the requirements of the retail market to improve the profitability of the company.
Market place requirements drives the leadership behaviour of the M&S to critically analysed
about the product quality of the company based on the market demands.
Market place requirement play the major impact in the individual and team practices
related to the various operations of the Tesco.
Market place requirements impacted immensely the leadership behaviour of Tesco as the
management and leadership started following the more critical and creative business practices
that drives the management and leadership to launch various new products based on the market
demands.
Business Imperative
Business imperative is among the dominating driver of change related to the M&S
organization.
Business imperative guided the management of the M&S about all the transitional and
transformational aspects related to the retail sector that also impacted all the individual and team
policies related to the various business operations. Business imperative also had a negative
influence over the individual and team behavioural approach of the M&S as many times it could
lead to various non practical operational strategies that resulted into negative outcomes from the
operations. The leadership behaviour of the M&S also impacted by the business imperative as
the management could follow various approaches for the advancement of the business
organization.
Business imperative guide the individual and team behaviour of the Tesco about all the
latest inclusions and changes in the retail sector that enables the individual and team behaviour
of the Tesco to follow better and upgraded working practices and techniques. Business
imperative precisely impacted various behavioural approaches related to the individual and team
behaviour of the Tesco that resulted into unproductive operational outcomes.
Business imperative also impacted the leadership behaviour of the Tesco as the management and
leadership becomes more open towards the retail market and its related launching the new
products.
Leadership and Employee Behaviour
Leadership and employee behaviour play the dominating role in setting the productive
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work culture in the organizational structure.
The positive approach and mindset of the leadership also influence the behaviour of individual
and team to work as per the positive mindset that also resulted into productive working practices
and approaches based on the organization hierarchy.
The behaviour of individual and team in the operational structure of the Tesco is largely
impacted with the leadership of the Tesco.
The company management has witnessed various negative impacts such as inappropriate
operational structure, unsolved employees grievances and unclear working approaches as a result
of the inappropriate leadership and employee behaviour.
Leader and Employee Mindset
Mindset of the leadership and employee played the crucial role in the M&S operational
aspects. This factor deeply impacted the leadership behaviour in the company as the leaders
started following various new and dynamic business practices that resulted into creative
individual and team behaviour in the company.
The operational aspects of Tesco is deeply affected with the mindset of employee and
leadership. Many times the negative aspect of the mindset related to the leaders and employee
resulted into unproductive working atmosphere and it also generated various issues because of
the several misunderstandings between the employees. This factor could negatively impacted the
leadership behaviour in the Tesco and it also resulted into diminishing of confidence level in
leadership of the company.
Team and individual behaviour – Major changes in any organisation can often lead to
uncertainty among employees as they fear the unknown especially when there is lack of
communication and employees do not know how they will be impacted by these changes.
Employees and team members are likely to resist changes in organisations due to lack of
competence from them and this is a key reason why employees resist change. Although
sometimes the change is necessary to help build and improve on skills, individuals still fear they
will not be able to go through the transition successfully. This leads them to refuse to accept the
change. Leaders and managers in their organisations must introduce dynamic ways to motivate
and reassure them to accept the changes.
Leaders also have the responsibility to set goals, reward and have open communication channels
12

so employees who lack confidence in the change can easily approach them when needed to help
build their confidence.
2 P3. Measures to minimize the negative impact of change on organization behaviour
Various suitable measures can be practice by the management of M&S to minimize all
the negative implications in the organizational structure as the influence of change. Such
measures are specified as follows.
Train, prepare and Develop employees concerned
One of the major ways to minimise the negative impact of change is to train employees to learn
new skills. Employees should be given the opportunity to prepare for change with more skills or
experience. This will lead to them being more productive, confident, move smoothly into their
new roles and teams and all these will benefit the organisation with its newly implemented
changes.
Keep a positive attitude. Positive attitude is the key of the success which can not only
minimize negative impacts of change but also retain employees within an organization for the
long run. As a manager of an organization, it is important to have friendly and positive behaviour
towards employees. It makes employees feel comfortable by which they can share their views
and support company in accomplishing their goals.
Praise employees: Appreciation is one of the best way by which manager of an
organisation can minimize negative impacts of change as well as negative behaviors of
employees. There are several employees who seek appreciation from their manager when they
accomplish their given target and when they are appreciated than it motivate them towards
accomplishing company's goals. By celebrating success of employees and by giving appreciation
mail to employees, they can have positive impacts.
13

Expand communication channels. Communication is one of the important element which plays
an important role in smoothing business activities. Companies should use effective
communication channels otherwise it can create miscommunication, Miscommunication is one
of the main reason of conflicts. When employees do not understand messages and views of each
others due to lack of effective communication than they commit mistakes in their project. These
mistakes create situations of conflicts. Sometimes it becomes reason of staff turnover. So, it is
important for manager to focus on developing effective communication channels. By making
employees able to become a active listener, focusing on face to face as well as E-mail
communication, they can decrease negative impacts.
Performance Measurement Model: The management of the M&S can suitably apply a suitable
performance measurement model. Performance measurement model is a very appropriate
approach to analyse the performance of all the employees in the company (Higgins and Bourne,
2018). Various approaches involved in performance measurement model such as balance
scorecard, customer perspective, financial perspective, internal process perspective and learning
and growth perspective are well sufficient tool to guide the management of the company to
analyse the performance related to the any operational aspect of the M&S at all level. All the
respective tools involved in the performance measurement model are sufficient to analyse all the
impacts related to the change in working practices. This model is a dynamic approach towards
analysis the change in operational hierarchy. This model is capable to deal with various negative
aspects of change drivers such as inappropriate working practices, negative work culture and also
the confidence of leadership in following the new practices. This model not just effectively guide
about the impact of practices but it also drive towards using new and dynamic practices. Various
internal and external change drivers such business imperative, cultural imperative, leadership and
employee mindset, leadership and employee behaviour play the crucial role in dealing with all
the negative aspects of change. With this measurement model the company also able to improve
their employees skills related to communication, but here is their participation is too necessary in
implementation of this model at workplace.
System Theory: System Theory is a very convenient approach to measures all the negative
impacts due to the change in organizational hierarchy of the company. The focus of the system
theory is precisely on the outcomes related to the operations. System theory give the systematic
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basis to the management to analyse about the performance based on all the changes (Holmlund,
Strandvik and Lähteenmäki, 2017). Such performance analysis completely guides about to
analysis of the working practices and strategies and any possible developments to improve the
productivity can be introduced at the time of performance measurement. System theory is well
sufficient techniques to improve the productivity attached at all operational hierarchy of the
company. The suitable impacts of the system theory are well capable to cope up with the
unproductive working practices as the deficiencies can be measured and erected at the time of
measurement. System theory minimises various negative aspects of change such as negative
work culture, inappropriate business practices and negative competitive impacts with the
productive utilization of change drivers such as leadership and employee behaviour, leadership
and employee mindset, cultural imperative and business imperative. All such change drivers
drives the system theory towards following the right practices to overcome all the above negative
hurdles. This theory give facility to the company to make a systematic work environment in
teamwork with taking full employee or member participation. With good communication skills
within team work the company also able to gain lots of advantages from this theory.
Continuous Improvement Model: Continuous improvement model is a continuous process or
planning to improve the operational practices. This model of measurement involves various
stages such as plan, do, check and act. The first stage of this model involve planning to
implement all the suitable changes in the operational hierarchy of the company. The further stage
of the system theory focus on doing the planned tasks (Hughes, 2016). It involves implementing
all the planning in conducting the various tasks based on all the changes. The further stages of
this model is to check implemented tasks based on the suitable measures. The final step of this
model is to implement all the respective and identified developments and to act further in the
task based on all the developments. This model is a systematic approach to implement all the
changes and also to measure all the negative aspects of the change such as inappropriate working
practices, inappropriate working techniques. This model also improves the work culture of the
company. This model is a well capable model to deal with inappropriate business practices,
negative competitive influence and inappropriate work culture as this model continuously
focuses on all the potential improvement in the business practices. Various change drivers such
as market place requirements, cultural imperative, business imperative and leadership and
employee mindset play the crucial role to reduces all the negative impact associated with the
15

work practices by following the volatile leadership approach with the proper guidance of all the
above change drivers. Here is continuous improvement of such communication skills, decision-
making skills, time-management skills are too necessary for the company in the teamwork. The
top-level management need to take full participation of employees in these improvement
programmes, because it is also very important in all over growth of the company.
5 LO3
1 P4. Barrier of change to influence leadership decision-making
There are various barriers that potentially create an impact over change process in the
organizational hierarchy. Such barriers to change are specified as follows.
Change is Disruptive and Stressful: Various restraining forces put a huge resistance in
implementing the changes in the organizational hierarchy (Jamieson, Church and Vogelsang,
2018). Change is a disruptive and stressful process to implement that's why the management of
the company needs to face numerous arguments against the change process from all the work
force of the company. Sometimes the change causes to influence the entire operational circle of
the company that becomes very lengthy and time-consuming process. This barrier also impact
the leadership decision-making in M&S as the change process don't flow based on the
expectations of the leaders as the employee's in the company don't follow the instructions of the
leaders properly that reduces the efficiency of the proposed changes in the organization
hierarchy.
Resistance from Employees: Change always attract resistance from all the employees of the
company. Many times several new technologies and work practices are introduced due to the
change to improve the work efficiencies of all the operational activities of the company. All such
new introduced technologies and working practices require quality of time and efforts to learn
and adopt such new work practices (Kaufman, 2017). This barrier majorly impacted the
leadership decision-making as the leaders don't cope up with the expected guidelines because of
the incorporative behaviour of the employee's in the company that also resulted into lengthy and
expensive change process.
Communication Hurdle: Communication is also a big hurdle in the process of change related to
the organization. Many times the process of change also spread several myths related to the
employees in the company and various job positions that leads to various misunderstandings and
communication gap in the organizational structure (Light, 2018). Communication hurdle
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becomes huge barrier as the leaders not get to convey all the instructions properly to all the
employee's. Many times the leaders need to redesigned the entire structure or process of change
based on the convenience that also reduce the efficiencies and effectiveness of the change
process.
Lack of Leadership: Leadership play the crucial role while implementing the changes in the
organizational structure of the company. Lack of leadership is also among the major issue that
resist the change in the organization structure (Martin and Siebert, 2016). In case the leadership
is not dynamic it won't support the change and that cause to old-fashioned work culture and
techniques in the operational hierarchy of the company. Change always seek a strong
implementation strategies based on the company's hierarchy and if the leadership is not strong
enough it won't be able to cope up with all the required and suitable changes efficiently. Lack of
leadership is among the big barrier in driving changes as the leaders don't take much interest in
planning and structuring the change process that cause to inefficient decision making from the
leaders of the company.
Inadequate Information: Absence of availability of adequate information becomes the huge
barrier in the process of change. Change in the organizational structure require the precise
information about all aspects of the change (Messenger, 2016.). Many times the management of
the company face the negative outcomes as the result of change in the organizational structure as
the change process is implemented in the absence of adequate and complete information about
all aspects of change process. Many times the inadequate information is also a reason of
inappropriate and in-proper research about the new inclusions that resulted into inefficient
decision-making from the leaders in the company towards the change.
6 LO4
1 P5. Leadership approaches to deal with change
Situational Leadership
Situational Leadership is a situational approach of leadership as the leaders in the
company decide and implement the suitable changes in the organizational structure as per the
need or the situation. Situational Leadership are of various types that can be defined as bellow.
Telling and Directing: In situational leadership the leaders in the company take decisions
regarding the changes in the company (Smither, Houston and McIntire, 2016). To implement the
changes in the organizational hierarchy the leaders convey all such changes by telling and
17

directing to all employees in the company. Leaders involve in all the change implementation
process. For example in Tesco the management and leadership followed the approach to tell and
direct about all the potential changes to all the employee's in the company so the employee's can
implement the expected changes efficiently.
Participating and Supporting: Participating and supporting is a vary collaborative approach to
implement the change process in the organization structure. The leaders not just convey all the
suitable changes to all employees of the company but also give feedbacks about the change
implementation process time to time. Feedbacks provide the significant space to development
and improvement for all the new implemented policies and strategies regarding adoption to
change. For example while implementing the change in the M&S organization hierarchy the
leaders and management of the company also participated in the change process to restructure
the organization.
Delegating to Employees: Delegating to employee is a situational leadership style to implement
the change. In this style of situational leadership the leaders of the company only convey and
instruct about the respected change and to further implement such changes all responsibilities
lies on the employees of the company (Spencer, 2018). Employees of the company are majorly
responsible to frame and implement all suitable strategies to adept the change. Leaders provide
reasonable feedbacks in this approach but to implement the change is lies only with employees
of the company. For example the leaders in Sainsbury's followed this approach to implement the
change in organization. Leaders of the company delegated all the employee's about the different
different changes in the organization structure to get the effective and efficient change process.
Kotter's 8 Step change Model
This model is also an approach of leadership towards change management in the
organization hierarchy. This model give the very dynamic approach to implement the change in
the organizational structure. Various steps to follow this model is as follows. For example
leadership of M&S followed this model to implement various changes in the organization
hierarchy.
Create Urgency: Create Urgency is the first step to implement this model of change. This step
covers that weather the organization seek to change. This model also precisely confines about the
quantity of change that is required. In the process of need identification all the potential threats
18

are identified and recognized. Based on the potential threat an optimum scenario develops. All
the possible opportunities and outcomes as a result of change are also identified by the
management of M&S in this process. An unfavourable argument conducted to reach the
reasonable basis for change. Create urgency is a part of transformational leadership. As the
management identify all the negative or outdated aspects of the organization and based on the
conclusion the urgency related to change is created. For example the management of M&S
analysed about all the implemented technologies and strategies based on the current market
requirements and based on the results of such analysis the management has introduced various
new technologies and practices to cope up with the current requirements.
Form Powerful Coalition: To implement the change in the organizational structure coalition is
required with all the influential people in the organization (Wiesner, Chadee and Best, 2018).
This process involve to collect all the powerful and influential people in the company to
implement all the suitable changes in the organizational structure so the resistance can be
escaped. For example the management of M&S involved all the influential and efficient human
resources to delegate various activities related to the change and it also motivated to all the
employee's of the company towards change. Formation of coalition is an good example of
democratic leadership as the management of M&S formed all the coalitions with the productive
human resources in the company based on the vision of change.
Create Vision for Change: To create and set the vision involve recognition of all the values of
the company. Based on the vision of the company all strategies are framed to implement changes
in the company. For example while implementing the change the management of M&S has
created the vision that needs to achieve by implementing all the proposed in the organization
hierarchy to motivate the entire change process and employees in the company. Vision creation
is a good example of visionary leadership as the entire change process in initiated as per the
vision.
Vision Communication: As the vision of the change is created such vision is communicated
with all the employees in the company. Leaders and influential people take a huge part in this
process. For example after designing the vision of change the leaders and management of the
M&S conveyed the vision to all the human resources of the company.
Remove Obstacles: Based on the vision of change a suitable strategy is frame to remove all the
potential obstacles in achieving such vision of change. Based on the organization structure a
19

suitable strategy implemented to remove all the obstacles. For example the management of M&S
has recognized all the potential obstacles based on the change and to remove such obstacles the
management and leaders took all the suitable steps to successfully implement the change. This is
a good example of facilitative leadership.
Create Short Term Wins: All the small targets achieved in the process of change are celebrated
and recognized. For example the change process in M&S organization was lengthy so the
management and leaders divided the entire change processes into a small targets.
Build on the Change: As the small goals are achieved a short analysis is framed to recognized
all the positive aspects of the approach. A policy of continuous improvement also follow in this
process based on the inclusion and following of all the right and productive strategies. Based on
the strategies all changes are implemented in the organization. For example based on the all the
above steps the management and leaders of the M&S could efficiently implement all the
expected change in the organization hierarchy.
Introduce the Changer: As the changes are conducted such changes are introduced by the
management. At the end the management of M&S introduced the change to all the stake holders
of the company.
7 CONCLUSION
This report concluded how different change drivers impact the leadership and its related
decision making in the business organization. All the ways are concluded through which all the
internal and external drivers affect change in the organization. All the suitable measures are
concluded to minimize the negative impact of change. All the barriers that put a huge impact
while implementing the change in the organization has also concluded in this report.. Uses of
Force Field analysis technique to conclude about different resisting forces in the change process.
Suitable leadership approaches for the change management are also concluded in this report.
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8 REFERENCES
Books and Journals
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Wiesner, R., Chadee, D. and Best, P., 2018. Managing change toward environmental
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Online
Organization Change. 2020. [Online] Available Through:
<https://study.com/academy/lesson/what-is-organizational-change-theory-example-
quiz.html>.
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