Understanding and Leading Change

UNDERSTANDING
AND LEADING
CHANGE

INTRODUCTION...........................................................................................................................2
MAIN BODY...................................................................................................................................2
ACTIVITY 1....................................................................................................................................2
LO1..................................................................................................................................................2
P1 Compare different organization where impact of change will affect the business strategy &
operations.....................................................................................................................................2
M1. asses the different drivers for change in each of the given examples and the type of
organisational change they have affected........................................................................................4
LO2..................................................................................................................................................4
P2. Evaluate the ways in which internal and external drivers of change affect leadership, team
and individual behaviours ...........................................................................................................4
P3. Identify the measurements that minimise the impact of changes in the organization ..........6
M2. Critically evaluate the long term implications of internal and external drivers of change
within an organisation..................................................................................................................7
ACTIVITY 2....................................................................................................................................7
LO 3.................................................................................................................................................7
P4. Different barriers for change and how they impact the leadership decision-making............7
M3. Use force field analysis to analyse both driving and resisting forces to show how they
influence decision making in a given organisational context....................................................10
LO 4...............................................................................................................................................11
P5. Application of different leadership approaches to deal with changes.................................11
M4. Evaluate that which leadership approaches can deliver organisational change effectively
applying appropriate models and frameworks...........................................................................12
CONCLUSION .............................................................................................................................12
REFERENCES .............................................................................................................................14
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INTRODUCTION
Understanding and leading change is very relevant for an organisation where people are
active in finding issues and adopting different changes to take action (Burke, 2017). Changes in
process, processes and results will continue to promote about a transition in the company that
increases efficiency and profitability. Tesco Plc, Nokia and Marks & Spencer have chosen the
company to further underscore this definition. This study addresses a number of topics, such as
the organisation's comparison and the execution of improvements in terms of strategic strategies
and operations. In addition, this report provides metrics that mitigate the negative effects of
change, multiple obstacles to change and how it affects the decision-making process. Consider
the various leadership approaches needed to handle organisational changes.
MAIN BODY
ACTIVITY 1
LO1
P1 Compare different organization where impact of change will affect the business strategy &
operations
The driver of change is an internal or external force that changes the shape of an
organisation. This requires improvements to policies, plans, designs, goods, facilities and
operations. The following are some common type of change drivers, starting with internal drivers
and moving to external factors.
In relation to Marks & Spencer, the four drivers are technology change, government
policy, social impact or economic change (Byers, 2017). These drivers of change affect the
overall production as well as profitability margin. M&S rivals focus in niche markets and the
attention of customers to provide greater customer satisfaction. The proposal of the European
Committee to allow free trade between themselves and other nations under foreign trade
legislation makes it possible for employees to import their goods over period than before. The
concept of customers on the consumer has changed; they do not believe that British goods are of
high quality. Social networking played a vital role in communicating new fashions to consumers.
In context of Tesco Plc, there are some drivers such as change in marketing method,
customer behaviour, technology and environmental changes. It has modified its
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marketing approach by addressing the challenges that its consumers face nearly every day. It
noticed that consumers no longer reacted to mass marketing promotions full of 'Buy One Get
One Free' deals or discounts. It stared through the eyes of customers at its own company and
marketing. Customers' demands changed and Tesco supply non-food goods such as clothing,
electronics, cell phones, etc., offering customers with easy shopping (Coghlan and Shani, 2015).
Technology is the greatest force of progress for all businesses because of new technologies. The
consumer base would grow as they are happy and attracted. Less resource use, less production
waste and less damage to the environment are the concerns that lead the Tesco to adapt
accordingly.
Comparison of organizations:
Basis M&S Tesco
Structure This organization follows the flat
organizational structure. It has restricted
management positions between operational
and front-line personnel. This system is
followed in the company to enable workers
to take further decisions.
Company adopted
hierarchical organizational
structure where each and
every person divided with
their roles and responsibility
and have to report their
superior after every task.
Strategy Mostly, it sells high price products and
services. This should decrease the cost that
consumers want to buy products at a low
price due to a downturn. The
business strategy applied by M&S protects
broader market share (De Sousa Jabbour,
2015).
It aims to become a zero-
carbon company by 2050. Its
continued outcome relies on
rethinking and developing
consistent business strategies.
It seeks to boost consumer
loyalty.
Operations M&S operates in more than 50 territories
globally and hires nearly 82,000 people.
Staying faithful to our core principles of
quality, value, service, creativity and trust.
They are working hard to make sure that
their offer continues to be important to our
The company has extended
its Dotcom distribution
system to respond to rising
online ordering in UK by its
consumers. The company
also operates a 120,000
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