Empire College: Leading Change - Impacts, Influences, and Barriers

This report delves into the multifaceted aspects of organizational change, exploring its impacts on strategy and operations using examples from Tesco and Sports Direct. It analyzes the internal and external drivers of change, examining their influence on team dynamics, leadership behavior, and individual performance. The report further investigates measures to mitigate the negative consequences of change, including pre-change scenarios and effective leadership approaches. It then examines various barriers to change and their impact on decision-making, utilizing force field analysis for evaluation. Finally, it assesses different leadership approaches and models of change, evaluating their effectiveness in delivering successful organizational transformations, ultimately offering conclusions and recommendations for effective change planning and application within a business context.

Understanding and
leading change
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Table of Contents
Introduction......................................................................................................................................3
TASK 1............................................................................................................................................3
P1 : Organisational examples of force of change on organisations strategy & operations....3
M1 : Drivers for change and type of organisational change that has affected.......................4
TASK 2............................................................................................................................................5
P2 : Influence of internal & external drivers on team, leadership & individual behaviour. .5
P3: Measures to reduce the negative impact of change on organisational activities..............8
M2 : Organisational response to change through models and theories..................................9
D1 : Conclusions and recommendations for effective planning and applying change........10
TASK 3..........................................................................................................................................11
P4 : Different barriers for change & their influence on decision making by leaders...........11
M3 : Force field analysis and its influence on decision-making..........................................12
D2 : Evaluation of force field analysis.................................................................................13
TASK 4..........................................................................................................................................14
P5: Leadership approach to deal with change in organisational context..............................14
M4 : Extend to which leadership approaches can deliver change........................................15
D3 : Effectiveness of leadership approaches and models of change....................................16
CONCLUSION..............................................................................................................................18
REFERENCES..............................................................................................................................19
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Introduction
Organization change is referred to as a Process that is bringing change in the overall
structure strategies of organisation. It is related to internal and external factors that are affecting
the process of change. It is very essential for organisation to adapt to the changes that is taking
place in organisation to ensure their survival and have a competitive advantage. In the present
report Tesco Limited is considered as the UK organisation that is part of the Retail Industry
another organisation is sports direct International PLC that is the retail giant dealing in sports
related products. Present report deals with how change can influence the behaviour of individual
and overall contribution for organisation (Cameron and Green, 2019). There are different
leadership approaches and models that have been developed in order to understand how
effectively change can be adopted by organisation. Apart from this there are several barriers of
change that can also take place in an organisation and that has to be discussed and dealt with the
help of certain models and approaches.
TASK 1
P1 : Organisational examples of force of change on organisations strategy & operations
Change has a direct impact on strategies employee’s policies and structure of
organisation. A continuous process where different approaches can be used for the purpose of
adapting changes that varies from every organisation.
In the present scenario, there is discussion of changes in Tesco PLC and sport direct
international & how these organisations have taken measures to deal with the changes they both
are part of the Retail Industry that is affected by the changes that are taking place in the Macro
environment:
Sports International PLC:
Change: Sports direct International recently in the year 2019 December has revealed that they
are planning to replanned. They have intended to adopt a new name of phrases group. It is a big
change for an organisation to completely change their name to Fraser's group PLC (Choi, Pos,
and Magnusson, 2016).
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Impact on strategies: This thing is going to affect their strategy such as the marketing strategy
of the organisation will be completely changed they will have to change their name from
everywhere and this is going to impact their present activities.
Impact on Leadership: This change is going to affect the leadership behaviour as there will be
requirement to form some nutrients who can work towards implementation of the strategy. A
total of 75% of all the shareholders have to change for it (Sports Direct proposes name change to
Frasers Group, 2019).
.
Tesco:
Change: Tesco has recently introduced a self service tax system in the network. The
implementation of this payment system is completely new at Tesco and is leading to a strategic
plan change. It is completely different from my new checkout system and different from the
normal system of traditional payment that was related with carrying transactions (Change
Management, its Factors and Effects, in Tesco PLC, 2016).
Impact on strategies: Have an impact on the strategies as there will be new system of serving
the customers in a better manner and better quality of services. The main purpose of the system
is to accelerate the checkout process and reduction in the labour cost that is associated with their
physical retail outlets.
Impact on leadership behaviour: Leaders in Tesco will focus on new strategies that are
completely new procedure or method will be required for the purpose of facilitating the customer
(Change Management, its Factors and Effects, in Tesco PLC, 2016.
M1 : Drivers for change and type of organisational change that has affected
Drivers of change: Change in Sports international PLC is going to impact whole structure of the
organisation as there is acquisition of house of Fraser, Evans cycle, Game digital and sofa.com.
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Structural change: In Sports international PLC the organisation will now go through a
complete change in their structure as the shareholders shares will be affected. Hence, there will
be change in partnership criteria that is going to take place in this organisation because of change
in name.
Driver's: There are many drivers to change the main Driver in Tesco was the introduction
of check out system is a strategic it was first introduced in 2003 in Norfolk (Doppler and
Lauterburg, 2019). The main driver of this change was the rapidly changing technology and the
globalisation has forces business to respond to such changes to ensure their survival.
Change in roles and responsibilities: There will be comeoplet shift and change that is
going to take place in roles of employees who were earlier involved in the system of traditional
cash payment system in Tesco. With the new automatic system there will be self checkout
system and no longer requirement of these employees as customers will be able to make self
checkout.
TASK 2
P2 : Influence of internal & external drivers on team, leadership & individual behaviour
There are certain internal and external drivers of change that can impact the process of
change in an organization. There are diseases that have to be implemented in organisation and
causes impact on team performance leadership behaviour and culture of organisation. These
drivers can be both internal and external depending on the situation.
Leadership:
Leadership is used by organisations for the purpose of motivating their teams and all the
subordinates to ensure a goal directed behaviour (Harmon, 2019). There are many different types
of leadership approaches that democratic approach participating April that can be adopted by
leader for the purpose of effectively managing their teams.
Internal drivers are referred to as the drivers of Organisation on which organisation possesses
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full control. There are different internal forces that have an impact on team behaviour, leadership
as mentioned below:
Internal drivers are referred to as the drivers of Organisation on which they possess full control.
There are different internal forces that can have impact on team level leadership as discussed
below:
1) Environment:
Change usually takes place in organisation as there is some difficulty that is being faced by the
employees or management. There is usually a performance gap that is because of the differences
that takes place between the actual performance of organisation and the capability that they have
in terms of their performance level (Kotlar and Chrisman, 2019). The management in Tesco has
developed some objective that is cost effectiveness and sales increment with higher customer
satisfaction. For this there was requirement to develop a change in the technology and strategy.
This has lead to implementation of the self checkout system by Tesco.
2) Task structure:
After there has been implementation of change there is always requirement to make some
changes in the structure. In Tesco will be a structural change because of the rearrangement that
will take place among the workforce duties because of the new self-checkout system. In sports
direct International PLC after the change of name not much structural change that is going to
take place in the internal organisation (Change Management, its Factors and Effects, in Tesco
PLC, 2016).
3) Communication:
Communication is Very important factor that is part of every organisation and can result in
inefficiency that is taking place in the organisation (Mansaray, 2019). In Tesco, there is
Requirement to make proper communication of all the duties and responsibilities of employees
that will experience a change because of the new implementation of changes in organisation.
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External drivers:
External drivers are those that cannot be controlled by any organisation and they are part
of the Macro environment. It consists of various factors like political social environment etc. Its
effect on organisation since can be understood by below mentioned factors:
1) Technological advancement:
Technology is changing very fast and it is getting more advanced with time. It can be seen in the
present scenario of Tesco technology has completely changed the overall process where the
rapidly wall Technology has force this business organisation to respond in order to survive. This
has resulted into facilitating or scenario of easy shopping for their customers. The technological
Chef has actually forced to adopt this new change by Tesco.
2) Political and Legal factors:
There are many external changes that are because of the political and legal factors. The shift of
name by sports direct International PLC is because of the rebranding factors there is new
acquisition that is taking place by the organisation (Moore, 2019). It is the legal scenario that
when organisation is new acquisitions and there is change in the ownership then there is
requirement to rebrand them in order to make the public aware about these changes. The strategy
of this organisation was to elevate their retail preposition across various channels. They are
actually diversifying the portfolio of fashion fitness lifestyle and sports (Sports Direct proposes
name change to Frasers Group, 2019).
There are certain approaches by leader that can be used for the purpose of managing change:
Reactive approach: In this approach there is a mitigation that is made by leaders after the
change that is the take only measures after the change has been implemented. In Tesco there was
a reactive approach that was taken by the leaders in the organisation that is after the
implementation of new self-checkout system there was complete assignment of new roles and
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responsibilities to all the front office and the building department (Change Management, its
Factors and Effects, in Tesco PLC, 2016)..
Proactive approach: Proactive approach is when organisation or the leaders in every
organisation are willing to respond to changes before its implementation and take measures to
minimise its negative impact on group and individual behaviour. In the present scenario of sports
International PLC a proactive approach that has been used by the leaders the total of 75% of
shareholders has changed their ownership (Schulz-Knappe, Koch, and Beckert, 2019). It resulted
in November before the actual rebranding of sports direct International was taking place.
P3: Measures to reduce the negative impact of change on organisational activities
Change is very important part of organisation and it can have both positive and negative
impact on the functioning of organisation. Leaders and managers make efforts to reduce the
negative impact that can be faced by individuals and stakeholders in the organisation. Some of
the efforts that can be considered by these leaders and managers are mentioned below:
1) Development of a pre change scenario:
There is requirement to develop a pre change scenarios so that there can be minimization
of the resistance of change. In the present scenario there was a scenario created by the leaders
where are they made their whole workforce understand that the new strategy of change is for the
purpose of retaining the existing customers and attracting new ones. When the ultimate objective
is made understand to the workforce they are not willing to oppose it but they will accept it and
make higher contribution (Trad, and Kalpić, 2019). Tesco was always willing to enhance the
shopping experience exciting for their overall loyal base of customers (Change Management, its
Factors and Effects, in Tesco PLC, 2016).
2) Effective leadership approaches:
Effective leadership is one of the most crucial parts in implementation of change. In
sports International PLC Mike Ashley who is the send a letter to all their shareholders and non
executive chairman deflected that the overall strategy of organisation is to elevate their retail
proposition for different channels. When there was a personal addressing to all the shareholders
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it created a sense of satisfaction as they are being involved in one of the most important
decisions of the organisation. There was also a General Meeting held just 3 weeks before the
implementation of final decision of rebranding, where there was a consideration given to the
viewpoint of all shareholders and this style of leadership is known as participated and democratic
style where there is opportunity given to of each and every individual that is going to be affected
by the decision made by the organisation.
M2 : Organisational response to change through models and theories
The overall change process in organisation can be understood with the help of Kurt Lewin's
change model:
Kurt Lewins model of change consists of basically three stages:
(Source: Kurt Lewin’s change model, 2014)
1) Unfreezing:
In this stage, there is a movement that takes place from the existing stage and towards the new
prospective change. In Tesco, there was a shift towards the traditional system of payment
towards a self checkout system for this there was discussion of all the changes that is going to
lead towards this major change. Sports direct PLC there was discussion related to what is
various use of shareholders and their vote was asked in the general meeting that held in
December 2019 (Change Management, its Factors and Effects, in Tesco PLC, 2016).
2) Change:
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In this stage the change actually is implemented in the organisation. In Tesco check out system
was successfully implemented in some of their stores and people started using it. In sports
international PLC there was a change of name to Frasers group PLC in the year 2019 in
December.
3) Refreezing:
At this stage of Kurt Lewis model the change is successfully made permanent in the
organisation. In both organisation Tesco and Sports international PLC the new changes were
made permanent soon after their successful adoption in organisation (SPORTS DIRECT
INTERNATIONAL PLC REVEALS REBRAND PLANS, 2019).
.
D1 : Conclusions and recommendations for effective planning and applying change
Critical evaluation:
Kurt Lewin’s Model will help in understanding the three basic stages that are part of every small
change in organisations like Tesco and sport International PLC. Also it is a tool that helps in the
refreezing of the changes that have been taken place and adopted by the organisation.
Lewin's model of change can be effectively applied and organisation like Tesco and sports
International PLC there are several recommendations for the purpose of effective application and
planning of change:
1) In both the organisations that is Tesco and the sport International PSC there must be analysis
of factors that are affecting in both external and internal manner and has a direct impact on the
availability of limited resources with the organisation.
Tesco must identify the available finances and according to that they must make the
implementation on the most visited physical outlet and first priority must be given to them.
2) Identification of the overall core competencies of the organisation and understand how
efficiency are they able to competitive advantage to sports International with the help of
rebranding change that has been adopted by the organisation. There is also a necessary
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requirement to understand the Kurt Lewin model of change and facilitate the process of
implementing change according to the three basic stages only.
TASK 3
P4 : Different barriers for change & their influence on decision making by leaders
There are some Barriers that can commonly occur in organisation and causes a influence
on the overall process of decision making by leaders. These commonly occurring barriers are
mentioned below:
1) Lack of communication strategy:
Managers and leaders are not able to make proper communication and the major
objective for which change is being implemented then it creates ambiguity for the entire
workforce and they are not ready to accept the change. In both Tesco and sports direct
International there was a proper intimation of change made before its actual implementation and
that lead to successful adoption by their entire workforce (Change Management, its Factors and
Effects, in Tesco PLC, 2016).
2) Lack employee involvement:
When there are no proper opportunities provided to the subordinate regarding their
viewpoints to the Future change then there can be situations of high resistance. In the present
scenario it can be seen that there was a proper meeting of shareholders that took place in sports
direct International PLC there was a proper voting system that was allowed to shareholder to
understand their views regarding the prospective things that organisation is willing to bring.
Further there was also a letter to shareholders by mike Ashley that helped them in involving all
their shareholders and employees in this important decision.
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M3 : Force field analysis and its influence on decision-making
Force field analysis:
Field Force model is a very commonly adopted model for the purpose of understanding
different forces that are having relation with change in organisation. This model is basically
divided into two major components that are driving forces and restraining forces. This model is
basically used by organisations in order to understand what the pressure in support of change is
and what the factors that are against the change are. Filed force Model is applied for the present,
scenario of Tesco where there was a complete shift in the structure that took place because of the
implementation of self checkout system.
Figure 1Field force analysis
Driving forces:
There are certain driving forces that actually help in proper implementation of change process:
1) customer value: To enhance the shopping experience of their customers and help in treating
their existing customers (Renko and et. al., 2015).
2) Technology: Technology is playing a very crucial role as the updated Technology will help in
getting a competitive advantage and there will be operational efficiency with the implementation
of self-checkout machine
3) Competitors: Self checkout system will help Tesco in having a differentiation advantage as
compared to other competitors of same industry
4) Profit: Self checkout system of Tesco will help them in cutting their labour cost and this is
going to have a direct impact on the present profitability level of the organisation.
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