A Detailed Report on Managing and Leading Organizational Change

This report provides a comprehensive overview of managing and leading change within organizations, focusing on key concepts such as leadership styles, Lewin's change management model, and the impact of managerial culture and behavior. The report explores the significance of adapting leadership styles, including the transition from autocratic to participative approaches, and the role of motivational theories in fostering employee engagement. It delves into Lewin's three-stage model (unfreeze, change, refreeze) as a framework for implementing organizational changes and highlights the importance of addressing potential barriers and risks. Furthermore, the report examines how managerial culture and behavior, including interpersonal communication and the implementation of health and safety measures, influence employee motivation and organizational success. The study emphasizes the need for proactive strategies to maintain data security and adapt to evolving customer demands, ultimately underscoring the importance of change management in achieving sustainable business innovation and success.

Running head: MANAGING ORGANIZATION
Managing Organization
Name of the Student
Name of the University
Author’s Note

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Table of Contents
1. Introduction:................................................................................................................................2
2. Key Concept A:...........................................................................................................................3
3. Key concept B:............................................................................................................................4
4. Key concept C:............................................................................................................................6
Conclusion:......................................................................................................................................7
Reference List:.................................................................................................................................9

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1. Introduction:
With the dynamic progress of business industry organizations have to change their
strategies and policies as per current needs and demands of the customers. Implementing change
management renders innovation on business policies. As a result, organizations are able to
maintain sustainability in market. Change management does not signify rendering innovation in
organizational cultural, behavior or ethics. Change indicates the entire management of an
organization based on which the company would be able to implement innovation within the
business method (Hayes 2018). Managerial policy, leadership policy, overall organizational
strategy, business culture and behavior is included within change management.
This very specific study has however provided detailed overview about the impact of
managing and leading change on business organization. “If you want to make enemies, try to
change something” stated by Woodrow Wilson is truly apt in the business field. In order to
create a market threat organization needs to implement change within process. This study is
primarily constituted with three major concepts. The first concept has concentrated to focus on
change management in the field of leadership (Hechanova and Cementina-Olpoc 2013). The
second concept is based on Lewin’s change management model. The third concept has provided
detailed overview on how managerial cultural and behavior renders change on workplace.
With the gradual progress of globalization the customers’ needs and demands are
changing gradually. In order to meet customers’ demands the business experts have to implement
new business strategy and policy. Changing leadership is a part of managerial decision based on
which the organizational success is highly dependent. Business experts decide to change
leadership style as per situation demands. The success of a business organization is partially

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dependent on the performance level of employees (Agrawal et al. 2013). Therefore, as per the
performance level of employees the organizational managers have to make changes on
leadership style as well as leadership theory. This very specific study has focused to make
detailed analysis on how Lewins’ three phase of model is highly effective in rendering
organizational changes (McCarthy and Eastman 2013). This model can guide the business
managers on how to change strategies and policies at the workplace when necessary.
2. Key Concept A:
Impact of leadership style and theory in managing change of an organization
Gattermeyer and Al-Ani (2013) stated that leadership style varies from one workplace to
another. Organizations sometimes have to change their leadership style for making their
managerial policy rhythmic. In numerous situations, it is observed that business experts intend to
follow autocratic form of leadership style at the workplace. This style of leadership does not
involve the employees in providing their point of views regarding business goal. Managers
intend to impose their own decision on the employees. Consequently, it is identified that the
employees show their reluctance in providing their best services in working in such
claustrophobic environment. However, after evaluating the employees’ issues and their concern
it is decided to change the business leadership style at workplace.
From autocratic style of leadership the managers decided to implement participative
leadership style. In participative style of leadership the employees do not have to face challenges
in sharing their own opinion regarding the business services (Appelo 2012). As a result, the
employees get motivated in performing well towards gaining organizational success. In addition,
participative form of leadership style enables the business experts in taking immediate decision

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by involving the employees as well. As a result, employees have direct involvement towards the
business process. Millar, Hind and Magala (2012) stated that business experts have rendered
effective leadership theory for bringing change within workplace. Managers intend to implement
motivational theory at the workplace. Motivation theory implies on how the employees would
get their enthusiastic attitude in performing well towards the services. As per Maslow’s hierarchy
of needs theory, self-actualization indicates self-attitude attitude of an employee. Business
managers need to give a scape to working individuals of an organization so that they can
maintain their self-dignity. As opined by Langley et al. (2013), safety needs indicate that
employees need to get security about the health issue while working. In order to become an
efficient employee, a person has to give immense effort towards the services. However, while
working on the floor employees need to get proper health assistance from employers. The
organizations need to follow health and safety act the workplace strictly. However, this very
specific concept has believed that fulfilling social needs and desires is highly significant based
on which the emotion and sentiment of an individual employees is taken care.
It is however believed that providing reward and recognition to employees, giving their
additional monetary benefit, providing their social recognition are the most effective ways of
giving immense motivation to the employees (Brown 2012). This very specific study however
believes that business experts in order to break the monotony of flow should focus on rendering
change by implementing change policies on leadership style and leadership theory.
3. Key concept B:
Role of Lewin’s change management theory in leading an organization towards change

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In order to discuss the role of Lewin’s change management theory in leading an
organization towards change the study would like to give detailed overview on how Lewins’
three stages of change management theory is highly important for rendering a business
innovation. It is undeniable that the business managers have to take immense challenges in
taking the decision of change. Booth (2015) stated that amidst innumerable risk factors the study
would like to focus on giving detailed overview about the significance of Lewin’s change
management model. The very first stage unfreeze is the stage where the business experts have to
identify the issues within business policies. Based on the issues the managers need to identify
where the changes need to be done. People are from different geographical backgrounds and
attitudes associated with the business process. Paulsen et al. (2013) opined that due to
psychological barrier employees may face challenges in maintaining good team rapport. After
evaluating this issue the role of an efficient business manager would be taking effective
initiatives within work floor so that the employees can get the scope to share their views and
thoughts with each other.
Chien and Tsai (2012) stated that change is the second phase where the managers have to
implement the entire plan into action. In this very specific phase the business managers
implement new business policies based on which employees can overcome the barrier. Based on
the above issue the business expert can implement fun games on the workplace. As a result,
people from diverse cultural backgrounds and attitudes would get the scope to come closer. In
addition, while arranging fun games the employees can get opportunities to exchange their
thoughts and perceptions as well through numerous fun activities. Automatically, the managers
would not have to face difficulties in taking collective decision at the workplace.

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Refreeze is the final stage where the managers have to evaluate advantages and
disadvantages of implemented policies. After implementing change policy the organization may
have to face two types of response, either positive or negative. Geppert, Matten and Williams
(2016) stated that if the managers have to receive negative response there is high chances of
coming risk factors. After evaluating risk factors the role of organizational manager is to
implement alternative strategies and policies. As a result, the organization can overcome sudden
crisis faced by the business experts. Lewin’s change model is highly appreciable for rendering
innovation within business services.
4. Key concept C:
How managerial cultural and behavior renders change on workplace
This third concept has provided detailed overview on how the organization has to bring
change policies in organizational culture and behavior as well long with the rhythmic process of
business. It is however observed that managerial culture and behavior leaves major positive
impact on organizational success. Al-Haddad and Kotnour (2015) stated that in order to meet
gradual needs and demands of the customers’ business managers have to make mechanical
relationship with the employees being extremely professional. In this situation, the employees
feel de-motivated in working together and maintaining sustainability. In order to change this
situation, the organizational managers prefer to maintain effective relationship with every
individual employee. By arranging group discussion session employees are involved in making
collective decision. In addition, business managers intend to make interpersonal communication
with every individual employee. They tend to know their issues due to which employees are

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unable to perform well towards business. Maintaining an effective interpersonal communication
is highly effective in motivating employees.
While running the entire business process employers have to follow specific
organizational values, ethics and beliefs. It is observed in business cases that employees feel the
lack of health security at the workplace. Employees do not get health assistance from the
business managers while working within the flow. This specific issue has become a major
challenge for organization to maintain employee sustainability. The rate of employee turnover
increased gradually. In this kind of situation it is observed that business organization had
implemented change management. As per the opinion of Von Krogh (2012) they implemented
health and safety act which ensures that company will bear the health cost of an individual
employee facing sickness at the workplace. In addition, the employers would provide sufficient
sick leave to that employee with full pay structure. This specific initiative was highly appreciated
at the then business scenario and the employees did not create issue regarding leaving the
organization immediately. In addition, it has also been observed the organizations fail to
maintain data confidentiality due to the lack of knowledge in maintaining data security. Devices
used by the business experts were not password protected. In this kind of situation, the data
recoded within the system was highly manipulated (Shirey 2013). This issue was fervently
affecting organizational culture. In order to overcome this kind of situation, business experts
decided to implement encryption method within devices. Based on encryption policy an
unauthorized person would not be able to access and operate the system. Ultimately,
organization would not have to face challenges in maintaining data security at the workplace.

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Conclusion:
The entire study is highly based on three major concepts of managing and leading
change. Change management does not signify rendering innovation in organizational cultural,
behavior or ethics. Change indicates the entire management of an organization based on which
the company would be able to implement innovation within the business method. This study is
primarily constituted with three major concepts. With the gradual progress of globalization the
customers’ needs and demands are changing gradually. In order to meet customers’ demands the
business experts have to implement new business strategy and policy. This very specific study
has focused to make detailed analysis on how Lewins’ three phase of model is highly effective in
rendering organizational changes.
While implementing change, it is observed that business experts intend to follow
autocratic form of leadership style at the workplace. It is analyzed from the above concept that
autocratic style of leadership does not involve the employees in providing their point of views
regarding business goal. Managers intend to impose their own decision on the employees (Al-
Haddad and Kotnour 2015). It is however found that providing reward and recognition to
employees, giving their additional monetary benefit, providing their social recognition are the
most effective ways of giving immense motivation to the employees.
After evaluating the study, it is undeniable that the business managers have to take
immense challenges in taking the decision of change. After implementing change policy the
organization may have to face two types of response, either positive or negative. If the managers
have to receive negative response there is high chances of coming risk factors. After evaluating
risk factors the role of organizational manager is to implement alternative strategies and policies.
In order to meet gradual needs and demands of the customers’ business managers have to make

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mechanical relationship with the employees being extremely professional. By arranging group
discussion session employees are involved in making collective decision. In addition, business
managers intend to make interpersonal communication with every individual employee. They
tend to know their issues due to which employees are unable to perform well towards business.
By rendering this kind of innovative policies business experts can maintain sustainability in
market.
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apparatus for implementing model-based software solution development and integrated change
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Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management, 28(2), pp.234-262.
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Booth, S.A., 2015. Crisis management strategy: Competition and change in modern enterprises.
Routledge.
Brown, B.C., 2012. Leading complex change with post-conventional consciousness. Journal of
Organizational Change Management, 25(4), pp.560-575.
Chien, S.Y. and Tsai, C.H., 2012. Dynamic capability, knowledge, learning, and firm
performance. Journal of Organizational Change Management, 25(3), pp.434-444.

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Gattermeyer, W. and Al-Ani, A. eds., 2013. Change Management und Unternehmenserfolg:
Grundlagen—Methoden—Praxisbeispiele. Springer-Verlag.
Geppert, M., Matten, D. and Williams, K. eds., 2016. Challenges for European management in a
global context: Experiences from Britain and Germany. Springer.
Hayes, J., 2018. The theory and practice of change management.
Hechanova, R.M. and Cementina-Olpoc, R., 2013. Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher, 22(1), pp.11-19.
Langley, A.N.N., Smallman, C., Tsoukas, H. and Van de Ven, A.H., 2013. Process studies of
change in organization and management: Unveiling temporality, activity, and flow. Academy of
Management Journal, 56(1), pp.1-13.
McCarthy, C. and Eastman, D., 2013. Change management strategies for an effective EMR
implementation. Himss.
Millar, C., Hind, P. and Magala, S., 2012. Sustainability and the need for change: organisational
change and transformational vision. Journal of Organizational Change Management, 25(4),
pp.489-500.
Paulsen, N., Callan, V.J., Ayoko, O. and Saunders, D., 2013. Transformational leadership and
innovation in an R&D organization experiencing major change. Journal of Organizational
Change Management, 26(3), pp.595-610.
Shirey, M.R., 2013. Lewin’s theory of planned change as a strategic resource. Journal of Nursing
Administration, 43(2), pp.69-72.

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Van der Voet, J., Groeneveld, S. and Kuipers, B.S., 2014. Talking the talk or walking the walk?
The leadership of planned and emergent change in a public organization. Journal of Change
Management, 14(2), pp.171-191.
Von Krogh, G., 2012. How does social software change knowledge management? Toward a
strategic research agenda. The Journal of Strategic Information Systems, 21(2), pp.154-164.