HRM 19 Report: Roles of HR Manager, Change Agent and Leadership Styles

This report delves into the multifaceted roles of an HR manager, focusing on three key themes: the role of a change agent in supporting a Learning Organization (LO), the application of leadership styles for effective management in organizational change, and the management of emotions and stress during mergers and acquisitions. The report explores the significance of a change agent in navigating unpredictable business environments, emphasizing the need for versatility and a broad skill set. It examines various roles of a change agent, including investigating, advocating, encouraging, facilitating, mediating, advising, and managing. The report reflects on the application of the fifth discipline on Toyota as a LO and in the author's personal work experience. Furthermore, it discusses the use of transformational leadership and other leadership styles in soft change approaches. The report analyzes the importance of employee motivation and engagement during organizational transitions, particularly during mergers and acquisitions, and the role of managers in fostering a positive work environment.

Running head: HRM
HRM
Name of the student
Name of the university
Author’s note

1HRM
In HRM, HR faces many problems regarding the functions and enforcement of
policies. The purpose is to enhance my ideas on the roles of HR manager in an organisation.
The three themes discusses about the roles of change agent in supporting LO, the second
theme focuses on the leadership style for effective management in organisational change and
the third theme focuses on managing emotion and stress transition during merger and
acquisition. The purpose of theme 1 is to address the knowledge of the change agent to
handle critical situation and what strategies to be made to develop the growth of the
organisation. The purpose of theme2 is to address the leadership style which will best suit the
organisation to manage employees and operational functions in critical situation. The purpose
of theme3 is to address the stress and emotion of employees during merger and acquisition.
The employee are not motivated towards the work, manager must provoke them to be
motivated for a long period of time.
Theme 1: Roles of a change agent in supporting LO
The significance of this activity is to focus on roles of change agent that is as a Bank
Manager, how well I can build up my skills to improve the situation in a LO. The LO is
linked to change within an organisation which will fill the gap between change agents and
radical innovations. Therefore, employees can adapt to any unpredictable business
environment where they can rely on change agents. Change agents help the organisation to
achieve competitive advantage (Al-Haddad and Kotnour, 2015). This helped me to realise
that many models of LO helps the change agent to understand the unpredictable business
environment; knowledge management tool. I realized that to implement organisational
change, I need to possess different responsibilities. As an effective change agent, I must
reflect versatility in a broad skill set. This helped me to realise that these roles of change

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agent encourage the employee’s professional and personal growth. This activity helped me to
understand each role of change agent(Aydin, Sarier, and Uysal, 2013).
Below model mentions the roles of a change agent in supporting LO.
Change Agent
Roles
Personal
Mastery
Shared
Visioning
System
Thinking
Team
Learning
Mental
Modelling
R1:
Investigate
(observant
and
analytical)
As a change
agent I must
observe and
monitor the
people’s
behaviour
and attitude
to remove
obstacles in
success of
the business.
I must be
more
analytical to
determine
the reason
behind
prevention
of change
from
happening.
I must think
about the
employees
possessing
low
production
and how
they can
give their
best to
improve
production
level.
I must
analyse the
training
techniques
or
procedures
to improve
the
employee’s
performance.
The
organisation
should
develop a
capacity to
work which
needs the
people to
learn new
skills.
R2: Advocate
(vocal and
persistent)
I must
engage
people to
participate
in
implementin
g the
I must build
myself to
inspire
others
through my
dedication
and build
I must
advocate
them to
integrate all
employees
to obey the
disciplines
I would
provoke
each
employees to
integrate for
a specific
task and
I need to
understand
the people’s
mind set and
how much
they are
willing to do

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decisions
taken for the
growth of
the
organisation.
others to
work hard.
of the
organisation.
make sure to
organisation
al issues are
addressed
well.
a task and
check their
capability.
R3:
Encourage
(listen and
encourage)
I must
encourage
efficient
employees
by
understandin
g their
interests and
needs.
I must
encourage
the
employees
to sustain in
the
organisation,
and study
their
behaviour,
attitude and
activities.
I must
understand
the personal
implications
of people
regarding
motivation.
I would
encourage
employees to
work
together to
achieve
organisation
al goal and
be more
productive.
I would
encourage
the
employees
to improve
their
performance
by
understandin
g their
competency.
R4: Facilitate
(helpful and
creative)
I would find
the way for
the
employees
which can
help them to
adapt to
changes
I would
facilitate the
organisation
with
designing
system tools
and provide
them with
I would
innovate
new
technologies
that would
increase
efficiency in
operational
I would
facilitate
each
individual to
form a team
and help to
provide
productive
I would
provide with
effective
design tools
with would
trigger the
growth of
the

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improving
their
flexibility.
processes
that will
help to
achieve
organisation
al goal more
quickly.
functions. work. It
would
encourage
employees to
participate in
decision
making
process.
organisation.
R5: Mediate
(peacemakers)
I would help
the
organisation
in solving
the conflicts
aroused.
I can help
the different
parties to
solve he
conflict by
analysing
the situation
and listen to
their queries.
I can
provide
them with
effective
solution that
would help
both the
parties to
negotiate.
I would
make teams
to have
better
understandin
g of their
queries and
undertake
processes to
resolve it.
I would
impose both
parties to
follow the
required
laws and
regulations
of the
organisation
to lower the
conflict rate.
R6: Advice
(confident and
knowledgeabl
e)
I would
advise the
organisation
to acquire
knowledge
from
I would
provide the
organisation
to conduct
meetings
and
I would
advise the
employees
by sharing
them
knowledge
I would
advise
strategies
and criteria
through
effective
I would
make sure
that the
strategies
developed
results in

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training. conferences
that help the
top
managers to
communicat
e with
employees.
which would
direct in the
right
direction to
succeed.
growth can
be
accomplishe
d.
effective
organisation
al strategy.
R7: Manage
(determined
and
conscientious)
I would
manage the
operational
function to
produce
productive
work, also
would check
the targets
and goals
are fulfilled
or not.
I would not
restrict
myself to a
particular
function. I
would
enhance my
skills to
analyse
critical
situation.
I would
increase my
versatility
which will
improve my
effectiveness
to manage
organisation
al change.
I would train
myself to
manage each
change that
need to be
made for
betterment
of the
organisation.
I would
develop
managerial
skills to
enhance
myself to
take
effective
management
decisions.

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Reflection on application of the fifth discipline on Toyota as a LO
Reflecting on the case of Toyota, the world’s largest automobile manufacture
company with its headquarters in Aichi Prefecture, Japan(Toyota, 2019). It seems to me,
Toyota uses the Fifth Discipline of LO to improve the profitability of the business (Myers, et
al., 2012). Toyota is best example of LO because Toyota is always willing to conduct
experiments(mental modelling) to adapt to the new models to get a competitive advantage.
For instance, mass- production hybrid cars were firstly introduced by Toyota in 1997, in
Japan and globally in 2001. While observing the vision statement, Toyota has a clear
statement what is important to achieve(personal mastery) in order to fulfil its role as change
agents(Dawson and Andriopoulos, 2014). The aim is to be the most respectful and successful
car company worldwide.
Toyota operates as a team LO. Therefore every employee has the authority and
responsibility to find a solution. However, in 2010, managers did not support their
subordinates which showed that Toyota did not share its vision with employees(Zelenkov,
2016). So, employees did not get motivation from their managers that led to serious
transgressions. Due to lack in open communication, changing roles and functions in hierarchy
of Toyota triggered lot of problems in brakes and accelerator which caused 8.5 million faulty
vehicles to be recalled(Brunsson, and Olsen, 2018). Therefore, the injured or dead people
because of the fault parts resulted Toyota losing its reputation in 2010. For the past few years,
I observed that Toyota focused on specific issues instead of focusing on entire system
(system thinking)(Cameron, and Green, 2015). For instance, Toyota just focused on
production system in terms of quality, reliability and long- term durability instead of focusing
on safety to prevent car accidents and injuries.

7HRM
Continuing to reflect on Toyota business, it is focusing on entire system to make
driving safer for its customers. Toyota wants to make a dream car which can be driven
around the world using only one tank of gas(Dawson, 2019). Toyota’s goal is to prevent
accidents and injuries and to make driving safer for all.
So studying the above company, this helped me to realise that Toyota is a LO in
safety aspects and continuously improving the quality of the vehicles they manufacture. The
model explains about the five discipline of Toyota Company, which helped Toyota to
improve its efficiency in functional aspects as well as improving the profitability of the
business(Georgalis, et al., 2015).
Reflection on application of fifth discipline of LO in my personal work experience
The fifth discipline is the cornerstone of the LO that provides a good introduction to
the basics and the use of such theory provoke to build sense of organisational questions and
issues. The concept of systematic thinking states that integrates others by fusing them into a
coherent body of theory and practice. This approaches for developing three core learning
capabilities: fostering aspiration, developing reflective conversation and understanding
complexity(Holten and Brenner, 2015). The role as a research and design executive in
Woolworths Company, I have learnt best from my experience, but I have never directly
experienced the consequences of some important decisions. I thought that the effect and
cause are relatively near to each other, where I went wrong. I faced a problem in improving
the functionalities of the organisation in a relatively short span(Jansson, 2013). But I viewed
in system terms that short term improvements often involves significant long term costs. I
have cut down some of the functions of research and design that helped to save cost, but have
severely damaged the long term viability. The feedback I received mentioned to reinforce
small changes due to which many other small changes was done that resembled compound

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interest(Jones and Harris, 2014). Thus, I cut the advertising budget, to result in cost saving
approach. This has impact on the long term goal. As a result, in the short run there is less
impact on people’s demand for goods and services. But impact on long term reflects several
penalties(Kuipers, 2014). Thus, appreciation of the system led to recognise problem and
reinforce feedback provided with better understanding.
My personal SMART goal for personal and professional improvement
Specific- I must use 10/90 rule in my professional life to set smart goals. It improves profit
margin as the first 10% which is to develop clarity in work saves 90% of my time. It can help
to eradicate mistakes, save costs and time.
Measurable- I need to benchmark the performance of the employees in constructing them
together in several groups. This is to ease the process and measure the performance
accurately.
Achievable- the organisational goal can be achievable concerning the time, external
environment, considering the economy, employee skills and the abilities of the team members
which contains achieving parameters both inside and outside the company.
Relevant- I must analyse the realistic approaches to implement in the teams. This is to
develop confidence in teams to achieve the goal. In the approaches of goal setting, many
goals are aspirational. But sometimes they do not reflect reality. It sometimes creates more
wishes and hopes than goals.
Time-Bound- I must specify the schedules for each task and check the completion of each
task is done within that time bound or not. This also helps me to analyse what all
requirements needed to be added to the process. It makes easy for the team to achieve each
task within the time scheduled for it.

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Upon the research and reflection of SMART Model, I realised that LO helps to
improve the efficiency and enhance the knowledge sharing as the Change Agent. I must be
more analytical and knowledgeable to understand the scenario of the organisation. This also
helps me to realize the parameters of guiding efficient employees to project effective attitude
and outcome for the organisation.
Theme 2: Application of the use of leadership style in soft change approaches
I realized that the transformational leadership style is the best style to implement
practices. It focuses on establishing effective change in management processes. To promote
continued thinking, I realise that with change in time immemorial in both human and
environment. This helped me to realise that change management helps to enhance the
competency of a manager. This also helps to improve the managerial ability to effectively
lead employees through this change approach(Yu and Sangiorgi, 2014). This could be more
effective if effective change management follows a structured process and consists a strategic
tool to drive successful individual and organisational change. Any organisation that fails to
positively respond to the change will result in extinction(Doppelt, 2017). The successful
initiation and implementation of change initiatives needs diligence and skill possessed by
organisational leaders. Several studies that detected failure is due to ineffectiveness of leader
in approaching change programs(Hayes, 2018). This activity thus prompted me to focus on
transformational leadership style for effective change in management process and leadership
style in the organisation.
Reflection on application of the transformational leadership model in O2 for soft
change approach

10HRM
O2 is one of the telecommunication companies which provide mobile phones and
broad bands in UK. I found that O2 uses the leadership style according to the situation of the
business. It also studies the employee’s behaviour and culture. In 2001, when O2 separated
from British telecom then O2’s senior managers used telling leadership style to make clear
that O2 and British Telecom were not anymore connected with each other in the
market(Lozano, 2015). For this, managers adopted hard change approach for the employees
to remove the inefficiencies of the business. For instance, managers closely supervise their
employees and did not practice open communication with them. However, in 2005, due to
direct change approach and telling leadership style, employees felt frustrated and left their
job.
After my observation, to solve the employee’s issues managers used soft change
approach. The managers allows the employees to break some of the rules of the organisation
to make decisions according to the situation(participating leadership style). Moreover, to
develop open communication for strong relationship with the employees, managers adopted
soft change. Participating leadership style allowed employees to develop their passion for O2
to become a big brand image. In 2006, managers became less supportive and directive to
establish a people friendly organisation to handle employee’s problem(delegating leadership
style). This made O2 to win the “best place to work” award. After observation, I learnt that it
is vital to motivate the employees in O2.
Reflection on application of use of leadership style in soft change in my personal work
experience
This is to reflect on transformational leadership style as an assistant manager at
Champ Canteen, the leaders have an act of role drivers as well as act as a role model to
exhibit the change program successfully. Transformational leadership style is categorised

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with four factors- individualized consideration, inspirational motivation, idealized influence
and intellectual simulation(Shirey, 2013). This style aims to meet the organisational needs,
manages to satisfy individual higher needs and builds relationship oriented behaviour(Parker,
et al., 2013). This is more effective as it promotes confidence in employees. This style of
leadership helped me to achieve both employees and organisational objective(Yu, and
Sangiorgi, 2014). Transformational leader as a change leader tempted to perform the roles
such as create a feeling of urgency, provides with guidance, determines vision for the change
program, by discussing the change vision with the employees, gave authority to the
employees to act in line with the vision, planned to achieve success through short term goals,
introduced new approaches in the organisation(Rosemann, et al., 2015). LO is able to quickly
adapt to the change which occurs in an organisation. This approach helped me to remove the
fear from employees regarding change. Through expansion, employee’s knowledge and skills
towards the future changes. So this helped the employees to foresee the future change, to
work unitedly and embrace the change(Pugh, 2016). This helped me to realize that the
leadership style in change initiatives therefore depends on how well the leaders are able to
prepare themselves for change and the organisation for the change program.
My personal SMART goal for personal and professional Improvement
Specific: the objective is to build an environment where employees get motivated, have equal
rights to take decision and improve their performance.
Measurable: to measure whether the employees are productive or not, if not then take
preventive actions for solving problems.
Achievable: the objective of the organisation to have high profit margin and increased
productivity through employee retention is the main goal to attain and to ensure to achieve
the target.