Organisational Change Management and Leadership

This project examines the concept of organisational change, its importance for business improvement and growth, and the impact of globalisation on productiveness and profit. The report highlights internal and external drivers of change, including political factors that affect organisational change. It also discusses leadership strategies for managing change in a complex public sector environment.

UNDERSTANDING
AND LEADING
CHANGE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P 1 Compare different organisational examples where there has been an impact of change on
an organisation’s strategy and operations...............................................................................1
TASK 2............................................................................................................................................3
P 2 Internal and external drivers of change affect leadership, team and individual behaviours
within an organisation............................................................................................................3
P 3 Measures that are considered to minimise negative impacts of change on organisational
behaviour................................................................................................................................5
TASK 3............................................................................................................................................6
P 4 Barriers for change and determine how they influence leadership decision-making......6
TASK 4............................................................................................................................................8
P 5 Leadership approaches to dealing with change in a range of organisational contexts.....8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Change in organization play crucial role in all over growth and development of
organisation on the basis of dynamic business environment (Yoder-Wise, 2014). Report discuss
about Marks and Spencer which is a retail organisation that deals with food and clothes.
Management decided to use computer as a part of technological change.
Project cover use of various types of theories and strategies to reduce negative reaction of
team members and individuals towards the organisational change. End of this report there is brief
description about changes which organisation is undergoing and approaches implemented by
leader to deal with them.
TASK 1
P 1 Compare different organisational examples where there has been an impact of change on an
organisation’s strategy and operations.
Change as a constant requirement
Organisation change is refereed as a movement of business from on stage to another, this
is significant for development and growth (Van der Voet, Kuipers and Groeneveld, 2015). It
includes continuous change in business structure and policy to enhance productivity and
profitability of business. Managers and leaders play crucial role in helping employees to adapt
the changes. Organisational changes can take place rapidly, it is fundamental procedures and
include effective management of other procedures. In Marks and Spencer there was
technological changes which has resulted in complex working environment and increase the cost
of operation. This is encouraging corporation to adapt technological changes in business process
because of current requirement of business. Change is undoubtedly an important consideration
for the organisations like M&S to hold their contending edge in the market. Also, it is a tool to
avoid getting fail in meeting out the consumer’s fluctuating needs and demands and instead
growing a loyal set of customers. The task of managing change is thereby referred to be a vital
consideration for the entities to keep increasing the level of productivity.
Perception influences a view of change as negative or positive
Technological advancement is important for top level management because it makes their
work easier and simple. Marks and Spencer can have record of all transaction which are
happening during the business process. This change has positive impact on the top-level
management as they can easily guide and control the work of lower and middle management.
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However, this change has negative impact on the individuals who do not have sufficient
knowledge about computer (Turner, 2014). They are finding difficult to understand the working
of computer software and programs which has led to complex working environment. Work force
are not happy with technological changes as most of them has lost their job due this. Therefore,
organisational changes can have both positive and negative impact it all depends upon the
position. Both these positive and negative perceptions largely impact upon the undertaken
organisational strategy of the business. It is primarily in context to the positive perception in
whose accordance, the employers are implementing effective strategies to fulfil the fluctuating
demands of the consumers to further generate huge amount of profits. However, on considering
the negative perception of employees tawafs the change strategy, a high level of resistance has
been found that in turn hinders the profitability aspect of the organisation to a great extent. M&S
should thereby undertake a procedural approach to successfully implement the change at their
workplace. For which, the employees must together get involved in the process of decision
making and contribute in the process of framing strategies to meet out a specific agenda. This
will not only create a sense of responsibility in the workers but will also help them to come out
of the state of resistance by understanding the importance of bringing change.
Drivers of organisational change
Internal-
Workplace demographics: This deals with changes taking place in business
environment, company monitor performance of workforce. It is significant for business to
understand that segment of employees is getting older and they may prefer flexible working
hours. Marks and Spencer share job with other employees so that they can delegate work and
increase effectiveness towards accomplishing target (Salman and Broten, 2017). Although, on
being aware about an increasing number of ageing workforce, proper measures should be taken
up by the organisation to employ fresh talent who are proficient in their respective areas.
Dissatisfaction- According to the present case lower level workers that are unsatisfied
with the change can leave organisation. It is crucial for organisation to deal with the issues
arising because of changes. It is basically in terms of retaining the talented set of workers and
avoid their withdrawal from the job with a mere reason of being dissatisfied from the change.
Thus, it is important for M&S to take effective strategies for retaining the employees whose
contribution is vital for the attainment of organisation’s goals.
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External
Globalisation: This is referred to as another threat for business which will have great
influences on productivity and profitability of business. Developed countries like UK develop
products and services and deliver it to less developed countries this will result in increasing per
capita income. Many companies outsource their work because of cheap labour cost to increase
profits and overall turnover of business. Employees who are unsatisfied results in shifting of job
and moving to overseas for better job opportunities. Herein, M&S should enhance the job
opportunities for their employees to avoid letting them go to another nation to grasp other
prospects of development. It can also refer arraigning a session to acknowledge such employees
and can appoint them to work overseas at its own global locations, without quitting the job.
Competitors- This refers to the new challenges produced by the contenders or new
entrants and duly impacts upon the organisational strategy. To combat this situation, M&S is
required to undertake some inventive strategies to provide similar services to its users or come
up with something much better than the competitors.
Technology- This is basically in terms of technology led drivers that refers to any
incremental or radical innovation taking place in the market. For this, M&S should be aware of
the technical advancements in the market and suitably adopt it to meet the changing needs and
demands of its customers.
Customer trends- This refers to any attitudinal changes in the demand of customers or
any alteration in their income as well as any demographic shifts leading to change the value and
convenience of goods and services for the users. Due to which, M&S too needs to undertake
strategies for corresponding to the changing trends in the market and its user’s choice.
Given below is a comparison between two organisation and impact of change drivers
Basis of changes Tesco Marks and Spencer
Workplace
demographics
Company do not change their
structure for aged people, as a
result employee’s turnover
ratio is increasing rapidly
(Salman and et.al., 2017).
Elder staff members are
Marks and Spencer provide flexible
working hours for the elder segment of
employees so that they feel comfortable
and relaxed. Management understand
needs and requirement of their workers
which has created positive working
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having difficulty in sitting for
such long duration, they
cannot bear the rigidity of the
company thus they are
dissatisfied and unhappy.
environment and retaining employees.
Moreover, this will enhance
productivity and profitability of
business.
Globalisation Tesco company perform all
business operation by
themselves which has resulted
in increasing price of the
products. It is facing issue of
employee’s turnover because
they are not satisfied with
internal working condition of
business.
Company has realized the importance
of global workforce, it emphasis on
outsourcing the business activities
because other countries have cheap
labour. In addition to this it will offer
products at economical price and
operation cost will be minimised.
Dissatisfaction Considering this as a driver of
change, Tesco has adopted a
strict approach to attain the
expected results.
By which, they have clearly
ignored the resistance level of
its employees and instead
pushed them to adopt the
changed strategies and work
accordingly.
In terms of customers, it has
adopted the approach of
differentiated brand to deliver
better services to its
consumers and reflect a strong
brand creating long term
Herein, M&S through its flexible
approach has managed to keep its
employees less resistant towards the
change.
Referring to this concern, they have
also decided to involve the workers to
contribute into developing effective
strategies to successfully adopt the
change.
With another perspective of
maintaining a satisfied base of
customers, M&S has effectively
responded towards their changing needs
and demands by producing goods that
serves to the changed purpose of the
consumers.
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value.
Technology In terms of invention, Tesco
has proved itself to be a pro.
It is basically due to their
technology driven strategies
and involvement of expertise
people in its development.
This has also depicted 3
distinguishing abilities of
Tesco namely, product,
channel and customers.
On comparing the adoption of
progressive technical measures by
M&S with that to Tesco, it has been
found to be lacking behind.
They have recently announced a 5 years
plan of transformation to accelerate its
technology related growth, whereas
Tesco has already achieved the set
targets mentioned in its plan to a great
extent.
TASK 2
P 2 Internal and external drivers of change affect leadership, team and individual behaviours
within an organisation
Marks and Spencer are a retail organization which deals with foods and clothes, company
has decided to undergo technological change in order to increase performance and profits.
Computer system has been set up to keep record of transaction which are essential in smooth
functioning of business process (Painter and Clark, 2015). It has minimised cost of operation
thus by maximising profit generation.
Political factor: These factors leads to a decrease in overall productivity by spoiling the
ambience of M&S due to changes in behaviour and attitude of employees that leads to
demotivation and stressful environment at workplace. It lowers the individual output and thus
fails to achieve targets as well as work gets delayed. This is for instance on considering
governmental policies impacting upon the work of employees appointed in M&S. In which, the
existence of unions and regulatory work hours is apparent to affect both individual and team
behaviour at the workplace.
Technological factor: It is significant for Marks and Spencer to have automation
development in business process. Technological advancement will help business referring to the
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previous data thus by improving decision making process. Employees can clearly interpret the
data using advanced software like telly which has resulted in accurate results. However, it can
have both positive and negative affect on the employees working in M&S. This is for instance on
considering a progressive advancement in technology and its adoption in undertaken work
practices at M&S, the leaders may get stressed about working in a fluctuating manner. It may
lead to a strict behaviour of the leaders and managers towards the individuals who are also
required to work in accordance to the changed measures.
Social factor: Employees from different backgrounds come together to work in an
organisation, so it is significant to direct their efforts in common direction. Marks and Spencer
follow systematic hierarchy for communicating with each other and minimising chances of
conflicts. If employees follow organisational chain effectively this will result in completion of
work on time and optimum utilisation of business resources. This usually refer to those factors
that are important to fulfil the changing needs and demands of the consumers in the market.
However, such fluctuations duly necessitate M&S to undertake effective measures to meet out
the altering requirements of its customers and may create a sense of burden or difficulty in the
employees within M&S to form new strategies again and again.
Economic factor- This is in context to factors like inflation rate, etc., directly affecting
the pricing of goods and services offered to the consumers as well as the renumeration packages
of employees in M&S. It thereby depicts a matter of concern for the employees working in
M&S, because for them as well, sometimes a rising price of products is greater than their wages,
which tends to dissatisfy them to a great extent.
Legal factor- This refer to factor affecting the policies governing M&S and for which, it
becomes a prime consideration of its leaders and managers to abide by the same and implement
onto the other involved employees working in the firm. It is for instance to take special care of
an anti-discriminatory environment at the workplace to avoid unfair practices at work.
Environmental factor- It refers to both internal and external environmental factors
affecting employee engagement in M&S. This is for instance on referring to some primary
factors that affects internally, concerning about job responsibilities, relationship among the
employees at work and opportunities of growth provided to the workers employed in M&S.
However, there together exists certain external environmental factors such as social as well as
family obligations and contending career opportunities that largely impact the individuals.
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Swot analysis of the above-mentioned organisation
Strength
Marks and Spencer have launched healthy food products with innovative printing
packages to grab the attention of potential buyers. Company is promoting the products using
official website which is possible because of technological changes (Lope and Wise, 2015). In
addition to this clothing segments has launched products according to the demand of customers.
Investment in IT sector has helped in establishing multi-channel retailer system thus by reaching
to worldwide customer’s.
Weakness
Company has failed to identify the requirement of their clients and it was observed that
they have lower level of satisfaction. It is due to unappropriated return policy on the official
websites. It has reduced over all brand image.
Opportunity
Marks and Spencer can use global workforce in order to expand their operations and
come up with new segment of regular wear. Capable employee from all over the world will help
them to render valuable services to clients and satisfy them.
Threat
Competitors has critically evaluated social factor and developed products according to it
to satisfy their demand. Globalisation change has helped them in expanding business overseas to
grab the attention of potential buyers (Fullan, 2014). In addition to this it has maximised overall
profits and revenue of business.
Most significant drivers
Technological and social drivers play crucial role in changing the environment of
organisation. It is significant for Marks and Spencer to understand need of customers and
develop products according to capture large share in the market.
Drivers of change which has effect on leadership, individual and team behaviours.
Technology: It is crucial element which has both positive and negative impact on individuals as-
well as team behaviour. Positive is in terms of providing flexible options with an improved speed
of connections. However, negative impact is generally in the form of accountability concerns and
global interfacing. Both of these aspects are applicable for both leaders, individuals and team
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players and is apparent to impact upon their behaviour. Technology can make job easier for
employees those who have knowledge of using new techniques. Marks and Spencer can organise
training programs for workforce for their continuous growth and development of workforce and
increase productivity.
Strategic plans: Internal and external factor both impact on the change of organisational
structures. Leaders critically evaluate the factors and develop plans and policies on basis of
observation which will has positive impact on employees' performance (Emanuel and
et.al., 2015). Moreover, effective communication of strategic plans motivates team members to
coordinate efforts towards common goals. Managers are responsible for controlling behaviour of
employees and team members by understanding their point of views and opinions. This is to
discourse upon the psychological impact of change onto the behaviour of people working in
M&S. Considering this, organisational change has been found to impact directly upon the health
and well being of employees by together making it stressful for them. This in turn affects their
carried performance, attitude towards work and leadership aspects by duly necessitating M&S to
take effective steps for regulating the emotion of workers and create a psychological contract
with them.
P 3 Measures that are considered to minimise negative impacts of change on organisational
behaviour.
Company can use various types of theories and strategies to reduce negative reaction of
team members and individuals towards the organisational change. Some of them are discussed
bellow.
Systems theory is an interdisciplinary technique which help in dealing with complex and
negative system of organisation. It is study about nature of complex systems in nature, society
and science. It is the open social systems that an organization must interact with their
environments in order to survive is known as systems theory approach. M&S depends on their
environments for various necessary resources like; customers, suppliers, employees, shareholder,
government etc. This theory can be effectively used for the purpose of guiding change and is
thereby known to have some below specified benefits that are further categorised into a
particular time frame. This is example on referring to the short-term benefits of this theory, this
theory assists in a better understanding of current systems. Intermediate benefits involve an
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increased sense of partnership and coordination among the services. Lastly, its long-term benefit
includes enhanced client outcomes with an increased access of services to them.
Continuous improvements models: It is a crucial theory applied within an organisation
to improve and develop things regularly to increase profits and productivity (Continuous
improvement model, 2018.). In the present business environment continuous improvement
models, specifically operating as a guidelines and mental attitude used for encouraging
employees for adapting the changes in organisation. There exist some vital benefits of adopting
this model in terms of bringing some incremental enhancements in the business to seek out
newer opportunities for adding value to both procedures and products as well as services of
M&S. Such immeasurable advantages of this model include an increased level of quality and
improved productivity to serve the goods at lower costs and reduced time of delivery. It also
leads to enhance the sense of satisfaction in both the employees and customer with a decreased
rate of turnover.
Six Sigma: This is system that help in identifying the defects by comparing actual
performance with the set standard (Drago-Severson and Blum-DeStefano, 2018). In addition to
this it will tend to increase overall profits by minimising the defect. Marks and Spencer can use
this approach to get the stable and predictable result with the help of measurable process.
Burke-Litwen model
This technique is required for establishing cause and effect relationship between changes
in organisational dimensions which are important factor of change. Burke-Litwen model identify
need for change and establish strong link with internal and external factors that may affect
productivity. It assists in developing outline which consist of elements like technology and social
that may lead to smoother transition during the change phase of Marks and Spencer. For a more
effective implementation of this model, it is important for M&S to properly implement its 12
dimensions of change concerning the external environmental factors, mission and strategy,
leadership. Additionally, it also deliberates the organisational culture as well as structure,
systems and managerial practices, work unit climate, tasks and skills, individual values and
needs, level of motivation in workers and individual as well as overall performance of the
workers in M&S.
Minimising the negative impact
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Systems theory: Management is required to collect regular feedback regarding
procedures and identify key areas of improvement. Marks and Spencer have observed that the
product was failure, customers gave negative feedback on social media. They realised need of
recalling product from market and modify it according to client’s requirement (Doppelt, 2017).
Regular interaction with customer’s can resolve disputes and problems which they are going
thorough because the change in business environment. This theory minimizes the affect of
change through active communication and input of all involved workers in the process of
change.
Continuous improvements models: Six sigma is termed as a disciplined approach of
continuous improvement because it statistically represents infrastructure of individual working in
the organisation. Six Sigma is essential for continuous improvement of workforce and
identifying the defects in the process after change in structure of management. Employees can be
provided with training to deal with the changes, it will lead to satisfying and positive working
environment. Being a strategic model, it includes some vital formulization of creating a mindset
and making people responsible towards a successful implementation of change at the workplace.
This in turn leads into an improved sense of motivation in the workers to help them accept the
new change and operate with an increased morale in them. This model is therefore evident to
lessen down the state of resistance in workers by making it easy for M&S to involve the
employees to bring an effective change.
Burke-Litwen model: it is most crucial way to deal with the changing environment which
leads to change in mission, aim and strategies. Management put together all factors of motivation
like rewards which may increase overall performance of workers. If employees are encouraged
with rewards and other factors it will enhance performance level (Yoder-Wise, 2014). Marks
and Spencer can use this strategy in order to boost their workers so that they can act as
supportive pillars for effective and smoother change. This model is also known to bring certain
effective changes in the organisations like M&S with a key aspect of providing a vision to apply
its 12 strategic elements. Besides this, it is a framework that helps in closely monitoring the
change and its affect onto the other related areas to acknowledge the specific dynamics of change
and handle it more efficiently.
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TASK 3
P 4 Barriers for change and determine how they influence leadership decision-making
Lewin’s force field model is crucial part of strategic management that assure response in
context of changing business environment in which it is operating (Blackburn and Williamson,
2018). It is significant to develop vision for selecting best alternate from available opportunities.
Marks and Spencer develop various strategies like training program for better implementation of
change.
On applying this model on M&S, they are proven to get a sound strategy for implementing a
successful change with guaranteed outcomes that together involves all its stakeholders in the
process of decision making. It is basically a 3-step procedure with a 1st step of unfreezing in
which the administration of M&S will required to create a requirement of change at the
workplace. This can be done by interacting with the concerned bodies and acknowledge the need
of restructuring the undertaken operations at the firm. After which, same is required to be
communicated to the HR’s to change their practices for getting a positive contribution from the
employees. This is mainly to lessen down the state of resistance in the workers. Another phase is
called the changing phase, in which the changed procedures will start getting implemented with
support of employers. Lastly, the process of refreezing will be applied to institutionalise the
change procedure by successfully integrating the change in M&S. However, this model requires
a sense of participation and commitment in workers to perform effectively an bring successful
outcomes of change.
There are certain segments of individual that will resist changes because of lack of
appropriate knowledge (Van der Voet, Kuipers and Groeneveld, 2015). In Lewins model there
are different drivers of change like technology, globalisation which has impact on overall
performance and profits of business. There are barriers of change, some of them are as follows.
 Organisational structure: Implementing of computer will make work easier for top level
whereas people working below line will find difficulty in using technology and will resist
for change.
 Power structure: Individuals those who have authority like superiors are in position to
dominate subordinate. In addition to this employee are demotivated as they do not have
particular power for implementing change within the organisation. This is a vital barrier
to change because of an authoritative behaviour of superiors that often lead to demotivate
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the subordinates affecting their morale. By which, they get unable to perform well and
accept the change in a positive manner.
 Failure from previous change: In Marks and Spencer there were few changes which
turned out unsuccessful previously and this is the reason behind resistance to change.
 Lack of proper management: Many projects fail to achieve target and objective because
leaders are not able to communicate the need of change. Thus, it has resulted in
misunderstanding and confusion between team members.
Edgar Schien is an American management professor that has developed model of cultural
change. There are three distinct level of organisational cultures artefacts and behaviours, values
and anticipation. It emphasis on identifying individual ability and talent in order to motivate
them to get desired goals and objectives. It has 3 distinct levels namely,
1. Artefacts- This is the foremost level that includes all tangible resources like office
facilities, employee’s behaviour, organisational mission and vision that in turn depicts
the organisation’s culture.
2. Values- This is referred to be yet another contributory factor which influences the
organisational culture and the values undertaken by the employees in M&S.
3. Assumed values- It is the final element which cannot be measured but transforms the
accepted culture to a great extent. This indicates the hidden facts and beliefs due to
the inner features of human nature. It is for instance on referring to those departments
of M&S that is being dominated by females avoids the culture of sitting late for not
being comfortable. However, the departments having a greater number of male
workers have been found to have aggressive employees with no issue in sitting late.
Such type of practices is understandable and are not discoursed quite often.
Barriers of changes and impact on decision making
 Cultural differences: Cultural leadership regards to the imposition of their leaders in any
organisation which is the result of ethical dilemmas. There is also a monoculture that
refers to an individual subordinate values and beliefs in opposition to the group of
dominant leaders.
 Understanding factor: Organisational culture model emphasis on different activities
which are performed by management to deliver significance of change. Leaders may
effectively communicate elements of changes and take necessary actions to implement
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them. However, any failure in proper communication may lead to hinder the process of
change by negatively impacting upon the process of decision making.
 Self-efficacy perceptions- This is yet another major barrier to change in M&S in case the
individuals posses their own distinct perception giving it a prime importance over
organisation’s strategy.
 Situational resistance- This also depicts a challenge to the maintenance of individuality
where this type of resistance is shown by the leaders who are alternatively expected to
implement the change in the most effective manner and motivate others for the same.
Impact on decision making of leader: Lewins force model emphasis that leaders investigates
the issues and problems which are involved and provides effective solution to it. Active
communication impacts on decision making regarding the change. The leaders of Marks and
Spencer can motivate individual those are resisting to change by providing them with rewards
and attractive pay (Turner, 2014).
TASK 4
P 5 Leadership approaches to dealing with change in a range of organisational contexts
Marks and Spencer are dealing with the technological change; management has decided to
install computer in work premises. Lower level of management does not want this change
because they do not have sufficient knowledge about computer and technology. It has resulted in
a complex working environment (Salman and Broten, 2017). Leaders use situational theory to
deal with the above-mentioned situation, they have decided to provide workforce with proper
training and make them understand the benefits of technology.
Situational leadership: it is effective approach used by leaders to overcome various difficulties
while implementing the change. Theory emphasis that management can use this approach on the
basis of circumstances to motivate employees. For example, Marks and Spencer can organise
workshop and provide training to employees so that they can adopt changes. This is mainly in
context to apply the situational leadership theory for managing change in M&S. For which, they
need to consider the 4 distinct styles of leadership namely directing, coaching, supporting and
delegating. On applying these tactics for bringing an effective change at the workplace, M&S is
firstly responsible to direct its workers with adequate direction by the leader and petite support.
At this level, they are apparent to face low level of competence with little motivation. Another
phase is coaching in which a lot of direction is required to be provided by the leader with a lot of
13

support to result into high level of motivation with low competency. Supporting refers to the next
step in which, a little direction is combined with plentiful support to get high competence,
consisting of low level motivation. Lastly, delegation is required to provide little direction by the
leader with minimal support to get both motivation and competency at high level.
This theory is basically meant to assist the leaders in adjusting their behaviour with 2
main factors of autonomy and suitability. It is mainly to assist the leader in being flexible to the
needs of employees and develop them towards a positive direction through a suitable use of
delegation. This is advantageous in terms of assisting the subordinates to perform effectively
with the support of leaders and bring positive outcomes of change. However, it also has some
vital drawbacks in terms of being enough supple towards fulfilling the needs of employees may
make them futile in terms of working on their own.
Tesco has decided to innovate and modify existing products in order to satisfy needs and
requirements of clients. To implement the above change organisation, they have decided to
expand its business globally and use international workforce. Company has to send its employees
to other country to achieve its goals. Employees are not willing to leave home country and
resisting to change. Leader of Tesco has used change initiation theory to motivate employees to
work collaboratively and delegate work among team members.
John Lewis is having structural change to manage and control all business operations
effectively and efficiently. It helps in smooth flow of information and instruction so that
employees can work accordingly. Leaders use strategic communication to make employees
aware that change in organisation structure is significant. They motivate workforce to actively
participate in decision-making and inform them about plans and policies.
Kingfisher is affected from the social changes; organisation critically evaluate social
requirement of potential buyers. On the basis of above observation, they develop their products
to capture large share in market. Leader of business use Kotter’s 8-step change model for
communicating the effective vision to employees and minimising obstacles (Salman and et.al.,
2017). It emphasis on identifying the opportunity which will increase overall profits and satisfy
the customer’s requirements. It is therefore apparent to create a sense of urgency in the
organisations like M&S who are considering to adopt some sort of change at the workplace. It is
basically in terms of clarifying people about the type of changes that are required to be bought
and the way in which, it will be implemented, along with its likely outcomes. This model
14

together assists in creating a guiding alliance among the parties involved in this consideration of
bringing a requisite change. Also, developing a strategic mission and vision with its clear
communication is referred to be yet another vital assistance of this theory where it together
authorises the workers to undertake broad base actions. Its robust checklist is evident to help
M&S in a successful implementation of change at the workplace.
CONCLUSION
This project concluded that Organisation change is an occurrence of business from one
phase to some other, this is important for improvement and growth. Globalisation can be termed
as threat for enterprise which will have great impact on productiveness and profit of business.
Further report explained about internal and external drivers of change out of which political
factor has important consequences on organisational change, change in people and their
behaviours and how they are led and managed.
15

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<https://leankit.com/learn/lean/continuous-improvement-model/>
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