Leading Business Organizations: Change Management Models and Theory

This report examines change management models and leadership theories relevant to leading business organizations. It discusses Lewin's change management model, recommending its adoption for managing organizational changes, and explores behavioral leadership theory, highlighting the importance of autocratic, democratic, and laissez-faire behaviors. The justification for selecting behavioral theory lies in its applicability to various organizational situations, enabling leaders to make quick decisions in emergencies and involve staff in decision-making processes. The report provides insights into effective leadership and change management strategies for organizational success. Desklib is a platform where students can find similar assignments and study resources.

PART 2
LEADING BUSINESS
ORGANISATIONS

CONTENT
 Introduction
 Change management models and recommendation
 Leadership theory relevant for own personal leadership
journey
 Justification for the selected theory
 References

INTRODUCTION
The firms who have gained successful position in business world and
have capacity to compete with there competitor are known as leading
business organisation. This firms are enough capable to earn good
amount of profits out of their operations.

INTRODUCTION
The firms who have gained successful position in business world and have
capacity to compete with there competitor are known as leading business
organisation. This firms are enough capable to earn good amount of profits out
of their operations.

1. Change management models and
recommendation
Lewin's change management model:
This model of change management goes in three stages i.e.
unfreeze, change and refreeze. These stage is being described as
follows:-
Unfreeze is the first step to change which prepares business to
accept that change is necessary. At this stage, need to change is
determined by the organisation and it ensures that upper
management provides complete support in the process. After this,
significant need to change is created and doubt related to change is
understood and managed.

CONTINUE
Change is the next stage of Lewin's model for management of change.
At this stage information is transferred among all individuals who are
involved in the process of change management with the use of
effective communication tools (Sharma, Mithas and Kankanhalli,
2014).
Refreeze is the final stage where changes are anchored in the
organisation. The changes made in organisation structure, culture and
other part are accepted and refreeze as new norms.

RECOMMENDATION
It is recommended for Tesco to adopt Lewin's model within
organisation for managing its changes. This is effective for the
organisation. However, takes more time but it is easy to implement and
support in managing the major changes effectually (Bello, 2012).

2. LEADERSHIP THEORY RELEVANT FOR
OWN PERSONAL LEADERSHIP JOURNEY
Behavioural theory:
Autocratic: AS per this no individuals are involved in the process of
decision making which supports in quick decisions (Sharma, Mithas
and Kankanhalli, 2014).
Democratic: It a good behaviour of while leading other members of
the organisation. It involves all the members of the organisation while
taking decisions and at the time of implementation.
Laissez Faire: This behaviour is relevant in the situation where all
individuals are capable in performing there work effectively.

3.BEHAVIOUR THEORY
It is an theory which can be applied in all the situations of organisation.
The behaviours such as autocratic, democratic and laissez faire have
various of importance which have made to select this theory. The
autocratic behaviour helps in taking quick decisions in emergency
situations of Tesco. Apart for this democratic behaviour can be adopted
by leaders where he can involve members of staff in taking decision.
This will support in getting new ideas and suggestions from all the
members. This are the some reasons behind selection of behavioural
theory for leading employees of Tesco (Leslie and Canwell, 2010).

REFERENCES
Leslie, K. and Canwell, A., 2010. Leadership at all levels: Leading public sector organisations in
an age of austerity. European Management Journal. 28(4). pp.297-305.
Bello, S. M., 2012. Impact of ethical leadership on employee job performance. International
Journal of Business and Social Science. 3(11).
Sharma, R., Mithas, S. and Kankanhalli, A., 2014. Transforming decision-making processes: a
research agenda for understanding the impact of business analytics on organisations.