Change Management: Leadership and Initiatives at Black Logitech

This report provides an overview of change management with a focus on leadership approaches at Black Logitech Management, a hospitality group. It discusses the importance of structured approaches to change, highlighting situational leadership and Kurt Lewin's change management model (Unfreezing, Changing, and Refreezing) as key strategies. The report analyzes how external and internal drivers influence change within the company, affecting leadership, individual behavior, and teamwork. It also evaluates measures to minimize the impact of change, drawing comparisons between Black Logitech Management and British Airlines in terms of change implementation.

UNDERSTANDING AND LEADING
CHANGE

INTRODUCTION
• CHANGE MANAGEMENT IS DEFINED AS THE A PROPER METHOD IN WHICH A COMPANY DESCRIBE AN
IMPLEMENT THE CHANGE WITHIN A BOTH EXTERNAL AND INTERNAL PROCESS DEVELOPING
STRUCTURED APPROACHES TO THE CHANGE IS CRITICAL TO HELP ENSURE OR BENEFICIAL
TRANSACTION WHILE MITIGATING DISRUPTION.
• THIS REPORT WILL COVER A CASE STUDY OF BLACK LOGITECH MANAGEMENT WHICH IS IN
HOSPITALITY GROUP WHO ARE PROVIDING A SERVICES SUCH AS SENIOR CARE, INDEPENDENT
LIVING, MEMORY CARE AND HOSPITALITY.
• THERE ARE MORE THAN 1000 EMPLOYEES ARE WORKING UNDER THIS COMPANY AND THIS
COMPANY WAS FOUNDED IN 2007.

P5- LEADERSHIP APPROACHES TO
THE CHAIN INITIATIVE
• LEADERS PLAY MOST IMPORTANT ROLE INDIE CHAIN MANAGEMENT BECAUSE THEY ARE SUPERIORS OF THE COMPANY. IT IS THAT'S
POSSIBILITY OF THE LEADERS TO IMPLEMENT CHANGE WITHIN THE WORKPLACE OF BLACK LOGISTIC MANAGEMENT
SUCCESSFULLY. HERE ARE SOME INITIATIVE THAT CAN BE USED BY LEADERS OF BLACK LOGISTIC MANAGEMENT MAKE AND
IMPLEMENT CHANGE SUCCESSFUL AND PROVIDE COMPETITIVE ADVANTAGES FOR THE COMPANY.
• SITUATIONAL LEADERSHIP
• SITUATIONAL LEADERSHIP STYLE CAN BE ADOPTED BY THE LEADERS OF COMPANY DURING THIS CHANGE MANAGEMENT. IT IS ONE
OF THE MOST EFFECTIVE LEADERSHIP STYLE WHICH CONSIST OF MORE THAN TWO OR THREE LEADERSHIP STYLES.
• IT IS NECESSARY FOR THE LEADERS TO HAVE KNOWLEDGE AND SKILLS TO ADOPT THIS LEADERSHIP SUCH AS KNOWLEDGE OF
ALL LEADERSHIP STYLES OR THE DIFFERENT DIFFERENT SITUATION, SKILLS OF THE LEADERS SUCH AS MOTIVATIONAL,
INSPIRATION FOR OTHER, EFFECTIVE COMMUNICATION, MANAGEMENT SKILLS ETC. IN THIS LEADERSHIP STYLE LEADERS CHANGE
THEIR LEADERSHIP AS PER THE SITUATION WITHIN THE WORKPLACE
• . THEY CAN ALSO USE MOST SUITABLE LEADERSHIP STYLES DURING THE CHANGE MANAGEMENT AN HELP TO REMOVE THE
RESTRICTIONS AND BARRIERS IN CHANGE. LEADERS OF THE BLACK LOGISTIC MANAGEMENT CAN APPLY SITUATIONAL
LEADERSHIP STYLE TO OVERCOME FROM THE BARRIERS OF CHANGE AND THEY CAN HELP COMPANY TO IMPLEMENT THE CHANGE
SUCCESSFULLY.

KRUT LEWIN'S CHANGE MANAGEMENT
MODEL
• KRUT LEWIN HAS BEEN DEVELOPED A CHAIN MANAGEMENT TOOLS WHICH COVER A THREE DIFFERENT
STAGES CALLED UNFREEZING, CHANGING AND REFREEZING. THE PROCESS OF CHANGE ENTAILS CREATING
THE PERCEPTION THAT CHANGE IS NEEDED, THEN MOVING TOWARD THE NEW, DESIRED LEVEL OF
BEHAVIOUR AN FINALLY, SOLIDIFY THAT NEW BEHAVIOUR AS THE NORM. HERE ARE THREE STAGES OF THIS
MODEL
• UNFREEZING
• IT IS THE FIRST STAGE WHERE MANY PEOPLE WILL NATURALLY RESTRICT THE CHANGE. THE MAIN AIM
DURING THIS STAGE IS TO CREATE AWARENESS AMONG THE EMPLOYEES AND STAKEHOLDERS ABOUT THE
CHANGE SO THEY CAN BE ACCEPT ANNE ASSISTANT CAN BE REMOVED. DURING THIS STAGE OLD THINKING,
COMPANY STRUCTURE AND PEOPLE MUST BE CAREFULLY EXAMINED BY THE LEADERS OF THE COMPANY TO
SHOW EMPLOYEES HOW NECESSARY ARE CHANGE AS FOR THE BLACK LOGISTIC COMPANY. LEADERS OF THE
COMPANY CAN COMMUNICATE WITH THE EMPLOYEES AND MAKE THEM UNDERSTAND IMPORTANCE I’VE
CHANGED AN ENCOURAGE THEM TO SUPPORT THE CHANGE TO MAKE IT SUCCESSFUL.

TO BE CONTINUED
• CHANGING
• IT IS THE STAGE WHEN CHANGE BECOMES REAL AND EVERY EMPLOYEES STRUGGLE WITH THEIR
NEW TASK WITH THE NEW REALITY. IT IS NECESSARY FOR LEADERS OF THE BLACK LOGISTIC
MANAGEMENT PROVIDE TRAINING AND DEVELOPMENT TO THE EMPLOYEES SO THEY CAN LEARN
ABOUT NEW TASK THEY HAVE TO DO AND HOW THEY ARE GOING TO PERFORM THEM. THEY CAN
ALSO CREATE SHORT WINS FOR THE EMPLOYEES. IT WILL HELP THEM TO INCREASE THE
MOTIVATION AND EMPLOYEES WILL ABLE TO SUPPORT THE COMPANY DURING THE CHANGE.
• REFREEZING
• THIS IS THE FINAL STAGE, IN THIS STAGE LEADERS OF THE COMPANY ENSURE THAT PEOPLE DO
NOT REVERT BACK TO THEIR OLD WAY OF THINKING AND DOING PRIOR TO THE
IMPLEMENTATION OF THE CHANGE.

CONCLUSION
• AS PER THE REPORT HAS BEEN COMPARED BLACK LOGITECH MANAGEMENT AND
BRITISH AIRLINES ON THE BASIS OF CHANGE IMPLEMENTATION.
• IT HAS BEEN EVALUATED THE WAYS IN WHICH EXTERNAL INTERNAL DRIVERS BRING
THE CHANGES WITHIN COMPANY AND AFFECT THEIR LEADERSHIP INDIVIDUAL
BEHAVIOUR AN TEAM. THIS REPORT ALSO HAS BEEN COVERED MEASURES THAT CAN
BE TAKEN TO MINIMISE THE IMPACT OF CHANGE.

REFERENCE
• TOMBETTI, E. AND MASON, J. C., 2019. TAKAYASU ARTERITIS: ADVANCED
UNDERSTANDING IS LEADING TO NEW HORIZONS. RHEUMATOLOGY. 58(2). PP.206-219.
• YRJÖLÄ, M. AND ET.AL., 2019. LEADING CHANGE: A CUSTOMER VALUE
FRAMEWORK. LEADING CHANGE IN A COMPLEX WORLD: TRANSDISCIPLINARY PERSPECTIVES.
• ZUBAIRU, K. AND ET.AL., 2018. A PROCESS EVALUATION OF THE FIRST YEAR OF
LEADING CHANGE, ADDING VALUE. BRITISH JOURNAL OF NURSING. 27(14). PP.817-824.