Organizational Behavior: Leadership, Change and Team Development

This report provides an in-depth analysis of organizational behavior and management strategies, focusing on the John Lewis Partnership. It begins by defining change management and exploring two key theories: Lewin's 3-stage model and the Nudge theory, examining their application within the company. The report then delves into leadership, defining its core principles and contrasting contingency and situational leadership theories, offering practical applications for John Lewis. Finally, it addresses team building and development, defining these concepts and introducing the Belbin model of team roles. The report aims to provide insights into effective management practices and organizational dynamics within a real-world business context. The report covers topics of change management, leadership, and team building, offering practical applications for the John Lewis Partnership.

ORGANIZATIONAL BEHAVIOUR
AND MANAGING PEOPLE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Management Change...................................................................................................................3
Leadership....................................................................................................................................5
Team building and development.................................................................................................7
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Management is the process of managing activities in business and getting desired results.
Present study is based on John Lewis Partnership company, it is the private firm that has strong
network in UK. Current assignment will explain theories of change management and its
application to business. Furthermore, it will highlight leadership theories and their applications.
TASK
Management Change
The general meaning of change management is a proper approch in which the goal and
technologies are transfromed of John Lewis Partnership, for the purpose of implementing the
strategies for the change and also helping people in adapting the change and also controlling the
change. The different authors define the definition in their own way and here two authors are
taken for the definition for the change management.
Definition
“As per the Hayes, (2018) the change management meaning is to adapting an idea,
process, or procedure and also behavior which is new to the organization”.
Doppelt, (2017) says that the change management is a movement from the plateau which
is existing towards the a future state which is desired in a way to enhance the efficiency as well
as effectiveness of the organization”.
Theories
There are many theories for Change Management but here two theories are chosen for the
study and are as follows Lewin's 3 stage model of change and Nudge management change
theory.
Lewin's 3 stage model and company application
Under this theory three steps are involved such as unfreezing, changing, refreezing. This
represents a very simple and also very practical process of change. As per the theory a change is
must before moving towards the new thing. This model is very useful for the John Lewis
Partnership (Hornstein, 2015).
 Unfreezing, It is a step which is initial or a step before change. For example if the food is
frozen then it must be defrozed in order to do cooking. Many employee of the John Lewis
Partnership will resist on the change so it is must to find out the current level of factors in
the organization which is hindering to change. If there is requirement for the upadated

software in the retail industry then the John Lewis Partnership must tell the employees
the competitive advantages and the quickness of doing the work due to the software in
order to stop the resist of the employees (Hayes, 2018).
 Changing, this step is totally linked with the implementation of the change in order to
move or transition. In this stage the employees of the John Lewis Partnership faces
challenges in adopting the change due to the reality which is completely new to them.
The issues involved in this step are fear, anxiety, and uncertainty and they are the are
issues which are hardest to overcome. In the change the employees used to learn the new
behaviour and also innovative ways of thinking. So these all problems are solved by
making the employees of the John Lewis Partnership always motivated and always be
prepared for the change (Doppelt, 2017).
 Refreezing, this is the final step which is also known as reinforcing. The changes which
are made to the John Lewis Partnership in the process, structure, goals etc are first
accepted and then refrozen as norm which is new. This step is very important so that the
employees never revert back towards the old way of doing the work. This step inculcate
that efforts must be made by the John Lewis Partnership in order to guarantee that the
change must not be lost. Refreezing can be done by making change in the culture and
norms of the organization.
Nudge Theory for change management and company application
This theory is modern theory for the change in management in which factors such as how
the employees of the John Lewis think, behave and also make decision are taken in study on the
basis of which helping of the employees is done by improving the decision making of the
employees and also thinking of the employees. All this make the employees ready for the change
which is of all sorts in the John Lewis (Hornstein, 2015). This theory the humans or the
employees are studied first and then the change in the organization is made according to study so
that the employee do not feel resisted for the change and be always happy to adopt the change.
There are certain steps in the Nudge theory and are as follows,
 Whatever may be the change it is clearly defined to the employees of the John Lewis.
 Then the change which is required by the John Lewis is considered as per the view of the
employees.

 Then the evidence is shown as per the opinion which is best of the employees of the John
Lewis and also the opinion of majority of the employees.
 Thereafter presentation of the changes which is acting as a choice for the company is
made to the employees (Hayes, 2018).
 The feedback of the change is then listen of the employees of the company. In which
what are the plus and what are the minus of the change is taken which are remaining even
after considering the employees.
 The obstacle which may be in the form of lack in motivation level of the employees and
poor retention level of the employees are focused on and ways such as recreational
activities in order to change is applied which results in adopting the change happily by
the employees of the John Lewis.
 In order to keep going the change the momentum is maintained in the John Lewis and
which is done by showing the short-term wins to the employees and the impact which
had on the organisation due to change (Doppelt, 2017).
Comparison of both of the theories
The Lewis theory is somewhat traditional theory and do not consider what is the thinking
of employee whereas Nudge theory is more modern and evaluate the human thinking and
behavior and then changes are designed accordingly. The Lewis theory considers three factors in
it where as there are no such three factors in the theory of Nudge and it is more in general
(Hornstein, 2015).
Leadership
The meaning in general of leadership is the action which involve leading a group or an
organisation such as John Lewis Partnership in order to accomplish the goal of the organisation.
There are also various authors who define leadership by their own way here two author's
definition are taken John Maxwell and Myles Munroe.
Definition
Antonakis and Day, (2017) Leadership is an influence which is nothing more and nothing
less. Leadership takes into account the process of influence of social factors which maximises
the efforts of the leader in order to achieve the goal of the organisation in a best way. Leadership
considers social influence and not the power or the authority.”

Klenke, (2016) Leadership is the process of influencing the people by the way of
motivating, inspiring, building passion and also the vision among the peoples of the organization.
Leadership is a spirit.”
Theories
There are many theories for the leadership here there are two theories are taken such as
contigency theory and Situational theory.
Contingency Theory
As per this theory leader's effectiveness and efficiency solely depends upon the
contingency situation. Where the leader must find out which style suits or fits the situation. As
per this theory there is no best leadership style. In contingency theory there are two theories
Transactional theory in which it all depends upon the ability of the leader of the John Lewis, to
influence the followers with the punishments and the rewards for the behaviour of the followers.
Under the transformational theory which is another theory, the leadership depends upon building
the relationship among the leaders and the followers (Rosenbach, 2018). The leaders which are
oriented with the people have effective influence towards the followers due to these two theories.
The strength of this theory are as follows:
 The theory is used in the John Lewis in order to create the leadership style.
 The theory works coherently with the leadership style which may be democratic,
Autocratic, Laissez-Fair, Transformational, etc, and any particular situation.
 This theory is predictive theory in which John Lewis's, LPC(Least Preferred Co-worker)
score is high, which means the leader is relationship-oriented with its workers and the
meaning of low score is there is relationship between the leader and the workers
(Antonakis and Day, 2017).
Situational leadership theory
This theory convey that no leadership form is best. It totally depends on condition at that
time what kind of leadership is best suitable for the work. As per this theory impelling
leaders are said to those leaders which have the ability to adapt the style as per the
situation. This theory of situational leadership is developed by Paul Hersey – Ken
Blanchard. There are four leadership styles as per Hersey & Blanchard:-
 Telling(S1):- This leadership style includes the leader who leads in order to make the
decisions with the help of motivation as well as encouraging the team and giving the

instructions clearly to the team members about what individuals have to to and how
(Klenke, 2016).
 Selling(S2):- This style includes the supervision by the leader to the team members and
also providing the constant feedback. The leader gather suggestions as well as suggest
new ideas to contribute.
 Participating(S3):- In this style the leader gives less path and gives the members the
responsibility to actively participate and contribute ideas and to make decisions
 Delegating(S4):- In this leadership style the team leader delegates the responsibility to
the team members to carry the tasks assigned to them and make decisions accordingly.
Difference between the contingency theory and situational leadership theory
Contingency theory Situational leadership theory
This theory explains that the leader should find
out the which type of leadership form will
match to the condition or will suit the leader.
This theory is used in order to create the
profiles for leaders for the whole
administration. The entity will get to know the
position for the leaders fits as per the ability of
that person (Rosenbach, 2018).
This theory includes those leaders which
follow various styles of leaderships as per the
situation and develop the team members
accordingly.
This theory is effective because it varies as per
the team needs and benefits the whole
administration.
Company application
In order to have effective leadership John Lewis company need to have effective leaders
who can adapt the situation and also must have the ability to adapt the style as well. The
leader of the company should motivate and enhance the team members and by giving them
the instructions clearly. The impelling leader should gather the suggestions and must provide
the new ideas to the team members as well as must delegate the responsibility to the team
members to carry the tasks effectively in order to achieve the objectives of John Lewis
effectively and efficiently (Antonakis and Day, 2017).
Team building and development
Definition

Elizabeth, (2018) Team building refers to the process to bring all the individuals together
to form a team in order to work together strongly for achieving the common goal effectively and
efficiently. Whereas development refers to the procedure in which behavioral science, practice as
well as knowledge is used to assist the administration to achieve effectively by improving quality
and productivity.
Alicata and et.al., (2016) Team building is defined as the procedure to help the
individuals working in a team in order to bring greater effectiveness to achieve the task and to
satisfy necessity of team members and development means motivating employees in order to
create the fascinating ambiance, trust and interdependence among them to attain the objectives
effectively.
Theories
Belbin model of team role
The model which is designed by Meredith Belbin in order to utilize the talents and
attributes of group members. Belbin says that order to improve the performance of the team in
an effective manner, it is very significant John Lewis partnership company to learn as well as to
utilize psychological diversity in the team at full possibility. Belbin has explained nine kind of
group roles as per the research which describes action of group members that could be identified
while collaborating with other group members (Aga, Noorderhaven and Vallejo, 2016). The
following are the nine roles given by Belbin that can help John Lewis in team building and
development:-
1. Coordinates:- Coordinators refers to the persons that have the motive as well as attitude in
order to coordinate as well as to clarify deliberate goals at the same to ensure that each member
is going towards appropriate and correct direction. The strengths that could be identified for the
coordinators are the behaviour is broadminded, positive, quiet (McLardy and Soares, 2017).
2. Resource investigators:- These kind of persons are extrovert, adventurous as well as
enthusiastic. The strengths of RI are the networking abilities ,openness and exploring new
opportunities always.
3. Plants:- These kind of people are introverted and work by themselves. The strengths of
plants- innovative, creative and solves difficult problems.

4.Monitor evaluators:- These individuals are sensible and cautious kind. The strengths are
analytical ability and asks the questions for arriving at the correct solution. Over examining of
monitor evaluators that can result to detachment.
5. Shapers:- These kind of individuals are driven passionate and enthusiastic and looks for new
challenges and deals with problems.
6. Implementors:- These type of individuals are hard workers and well organized as well as task
oriented. The need of implementors are clear expectations and regularity (Elizabeth, 2018).
7. Completer finishers:- These kind of persons have talent in order to assess people that what is
right and wrong. The strengths of complete finishers are the accuracy, involvement and
perfection.
8.Team workers:- These kind of people are considerate, sensitive and collaborative. The
strengths are social ability, tactful actions. Team workers need commitment and space. the John
Lewis must take into considerations in respect to team workers for- avoiding the conflict as well
as confrontation in order to build the team work effectively in the organization.
9.Specialist:- These people are expertise, motivated by content and act individually. The
strengths are firm attitude which results to adopt knowledge. These specialist need space as well
as freedom in order to adopt knowledge. So John Lewis need to consider the defensive behavior
and limited involvement of specialist in order to build and development of team (Alicata and
et.al., 2016).
Bruce Tuckman's teamwork theory
This model was established by Bruce Tuckman in 1965. The theory explains regarding
the team building and development. Tuckman also explained that team develops relationships,
maturity as well as ability. This theory will help John Lewis company to build and develop the
team. This includes five stages:-
Stage 1: Forming
This stage involves dependability on the team leader for providing direction. In this the
responsibilities of individuals are not clear.
Stage 2: Storming
In this stage the decisions not come out easily from the team. In this the team members
compete in respect to position because group members found themselves regarding the other
leaders as well as group members that may get challenges from group individuals.

Stage 3: Norming
In this stage the group members come together , establishing rules and how the work will
be done at the same time developing processes. Responsibilities are defined as well as accepted.
Big decisions are taken according to the team (Aga, Noorderhaven and Vallejo, 2016)
Stage 4: Performing
In this stage the team members knows clearly and focus increases in respect to task and
relationships among team. Delivery of the performance by the team members together in order to
work effectively.
Stage 5: Adjourning
This is the last stage where the task will get completed and team members can dissolve.
The members will feel anxiety to left the team (McLardy and Soares, 2017).
Difference between Belbin theory and Tuckman theory
Belbin theory Tuckman theory
Belbin theory involves nine kind of roles for
the team that describes behavior of each team
members which could be identified when
collaborating with other units.
It is utilized to examine different kinds of roles
in order to reach at effective cooperation by
working together to strengthen and improve
one another to make an effective team
(Elizabeth,2018).
Tuckman theory involves the stages for the
team development which provides the insight
in order to develop the team.
These stages are not strictly followed after
each other otherwise the teams get stuck in
between.
First and second stage is based on social
emotional work and third and fourth stage is
based on task oriented work.
Company application
This manipulative behavior of the coordinators can help John Lewis partnership to
evaluate results as well as to assign the work easily. In order to build and develop team company
need to provide the resource investigators the opportunities, diversity as well as innovation. The
company also consider the vision and should check that these people should not leave the job at
the middle and also need to focus that the plants should think realistically and work more rather
than wasting time on thinking and Over examining of monitor evaluators that can result to

detachment and John Lewis should also consider the introvert behavior of shapers towards
people as well as predictability and flexibility in order to build and develop the team effectively
(McLardy and Soares, 2017).
So in order develop the team John Lewis need to prepare the leaders to answer the
questions as per the teams objectives, goals as well as external relationships and the company
need to identify the conflicts as well as challenge to reduce the loss or focus of performance. The
team members of the company need to cooperate on making rules, standards as well as methods
to increase the efficiency and team members should support them and also understand the
purpose. Team leader of the enterprise should plan well for dissolution of group.
CONCLUSION
From the above study it is concluded that in order to assess the organizational behavior
and people management three topics have been selected which covered team building and
development, managing change and leadership. Each topic included two theories which were
applied with John Lewis company that were 1.for team building and development- Belbin and
Tuckman theory 2. for leadership- contingency and situational leadership theories 3. for
managing change- Lewis 3 stage model and nudge theory in order to have effective leadership,
effective team development and management of people in the organisation.

REFERENCES
Books and Journals
Aga, D. A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
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Alicata, D. and et.al., 2016. Telemental health training, team building, and workforce
development in cultural context: the Hawaii experience. Journal of child and adolescent
psychopharmacology. 26(3). pp.260-265.
Antonakis, J. and Day, D. V. eds., 2017. The nature of leadership. Sage publications.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Elizabeth, G. N., 2018. The role of the administration in team building and development of an
organisation. ACADEMICIA: An International Multidisciplinary Research Journal. 8(7).
pp.43-46.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hornstein, H. A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management. 33(2).
pp.291-298.
Klenke, K., 2016. Qualitative research in the study of leadership. Emerald Group Publishing
Limited.
McLardy, M. and Soares, A., 2017, June. Using an experiential team building activity to promote
postgraduate students’ social integration and professional skills development. In SRHE
Conference 2017: Higher Education rising to the challenge: Balancing expectations of
students, society and stakeholders.
Rosenbach, W. E., 2018. Contemporary issues in leadership. Routledge