This report delves into the multifaceted aspects of organizational change and leadership, using Tesco as a case study to illustrate key concepts. It begins by discussing various organizational examples, including Tesco and Aldi, highlighting how changes in technology and market demands impact their strategies and operations. The report then examines internal and external drivers of change, such as technological advancements, economic factors, and social trends, and assesses their influence on leadership, team dynamics, and individual behaviors within an organization. Furthermore, it explores strategies to mitigate the negative impacts of change, evaluating relevant theories and models like Lewin's Change Management Model, Force Field Analysis, and Kotter’s eight-step change model for effective implementation. The report also addresses barriers to change and their impact on leadership decision-making, applying Force Field Analysis to determine driving and resisting forces. Finally, it assesses various leadership approaches to managing change, evaluating their effectiveness through appropriate models and providing recommendations for planning and implementing change impact analysis.
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