Leading Change: A Report on Organizational Change and Leadership

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Understanding and Leading Change
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Table of Contents
Introduction......................................................................................................................................3
Task 1: Managing Impact of Change...............................................................................................3
Part A:..............................................................................................................................................3
P1: Several organizational examples in terms of organization’s operation and strategy............3
Part B:..............................................................................................................................................4
P2 & M1: Internal and external drivers of change impact on the team, leadership and
individual performance in a company.........................................................................................4
P3: Measurements to reduce the negative impacts of change on organisational behaviour........6
M2: Several theories and models to appraise organisational reply to change.............................7
Task 2: Leadership Decision Making..............................................................................................8
P4: Explanation of several barriers in order to change and ensure their influence in leadership
decision making within an organization......................................................................................8
M3: Utilize force field analysis to examine the driving and resisting forces as it control
decision-making...........................................................................................................................9
Task 3: PPT (Refer to PPT)...........................................................................................................10
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

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Introduction
Each organisation should require implementing few changes in order to develop their business
developed. These types of changes support the organisation to be promoted in the competitive
marketplace. In the organization, a change may refer as some types of external and internal
forces that are needed to shape the changes. This comprises of several changes such as planning,
services, products and strategies and so on. However, the internal as well as external drivers of
changes are modifying the main business structure of the organizations. The implementation of
several and modern technologies supports the company to help the process of change in their
activity. This report would discuss about several organisational examples in terms of changes
and operations. Besides, barriers in the process of change will be set up to determine the context
of decision making in case of leadership.
Task 1: Managing Impact of Change
Part A:
P1: Several organizational examples in terms of organization’s operation and strategy
The process of change is a system that use as a vital and important resource for the company.
However, it may be small but has the huge potential to improve the organisation billing methods.
An improved change happens while the business has a tendency towards make a definite process
to update the payroll systems or marketing strategy. The effect of change may be contextual but
the process of change is started from the highest position then workers seem it as unconstructive.
Besides, this would also depend on the employee’s valence (Brown, 2012). Further, if it is seem
as unconstructive, organizational commitment may likely have a propensity to decrease. In case,
the process of change may progress with reducing of workers, then emotional connection of
workers would affect their commitment. On the other hand, the process of changes could be
inevitable within vivacious business scenario.
Several types of organizational change

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Wide change- In general, wide change comprises of the large-scale transformation, which affect
any organization. It consists of restricting the leadership structure, including new activities or the
policies to develop the technology (Kotter, 2012). Here, the process of change is required to
seem while the long-term activities become outdated.
Personnel change- While the organisation adopts several types of layoffs as well as mass hiring
then this type of change is occurred. It would cause a huge shift within the employee morale and
engagement. The organisation has to go ahead, that will uncover a possession towards motive the
workers to work hard in any difficult phase.
Transformational change – It mainly targets on the strategy of a company. This types of
changes are suited towards endure with quick change within the adaptable business context.
Besides, the activities are generally adaptable and they are arranged to transform the process of
change while a requirement occurs (Salmela et al., 2012).
Unplanned change- It is distinct as an action that take to follow the unexpected events in the
organization. This is mainly forecast while the organisation is in an emergence situation.
Remedial change- In this process of change, the leaders has a tendency to affect the changes to
recognize a requirement for addressing the deprived presentation of any organization.
Part B:
P2 & M1: Internal and external drivers of change impact on the team, leadership and
individual performance in a company
A psychological change
In case, a psychological change occurs that means organizations have engaged with their
attitudes and behaviours towards implement the breakthroughs. For the last few years, several
programs are arranged to improve the performance of corporate company. This area is where
success mainly depends on hundreds of people to feel the process of change. In an organization,
manager or leader should take the things easily before embark on a difficult development
program (Chang et al., 2010). Therefore, the organizations must take the changes to attain the
results without any hesitation.

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Change effect on team dynamics
Team dynamics are connected with the psychological forces, which are developed by a team
personality. They have a tendency to manifest the people’s interaction within the process of
decision-making capability. The process of change affects the team dynamics by bringing a
perspective or discovering a high level within self-awareness. Knowing the team strategy would
discover a personnel style towards get the valuable feedback. Paying attention in every company
develop strong connections. However, it is indicated that good mangers or leaders have a
tendency to recognize a huge part in the best team dynamics (Smith et al., 2013). It is the most
credible job to discover the team dynamics as an important section in working life and creates a
decisive effect on the reputation of a company, employee retention and individual performance.
Pest/SWOT for drivers of change
The SWOT analysis mainly reflects on the internal and external drivers of the company.
However, “SW” section shows where the weakness or strengths occurs such as the quality of
shareholder structure, position of market, internal processes or the economical structure of the
organization. For example, regional coverage of sales force may be an advantageous factor and it
gains the huge importance by yard sticking the industrial structure or the competitors. On the
other hand, “OT” part directs the control and influence of any organisation (Chang et al., 2010).
For instance, a high-level loyalty of consumer is the main strength of company, as it should
satisfy any consumers to be loyal towards the company. SWOT analysis delivers what activity
has to be suitable for the company and what strategy must be taken by the company to bring the
process of change (Stocker, 2014). SWOT analysis also shows the company is to remain
aggressive with the process of change.
Significant drivers of change
Commoditisation is an important driver in the process of change as it anticipates inexorable
pressure, which may be economical at times. Regarding the retail, Wal-Mart has globalized to
bring the outsource section which manufacturing the region of Asia. It mainly disorders the retail
section to outsource the computer service within the region of Asia. Revolution of digital
platform is also main factor in the change process as it accelerated the high level of
commoditisation (van der Voet et al., 2015). In the society, social media has performed

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progressively and has discovered thousands of people utilizing several platforms such as
Facebook, Twitter and MySpace. Globalization has drawn in the gradual economical system that
is participating within mediated social system.
P3: Measurements to reduce the negative impacts of change on organisational behaviour
Adaptive change
Management and leadership are two regions that each organisation requires. However, the
leaders would have to take some steps, which will execute properly in the organization. In the
modern time, most of the organizations require the best leadership quality to implement
continual existing method (MacBeath, 2013). Adaptive changes give the direction that leaders
may expect that they must give a proper direction to their teams. For an organization, the process
of change may appear negatively for the teams unless it utilizes appropriately. For clarifying
their roles, adaptive change requires auditing of existing roles while it is driven with liabilities.
Constructive change
In case constructive change, it persists towards bring an understandable purpose and remained
focus with valuable outcomes. This type of approach would be effective for the strategic
planning and set the goal for the organization. The main principle is “Dream with Destination”,
which calls for containing an explicit knowledge while it is accompanied for a wish. However, it
is sensible to begin with proper understanding as the future pathway will be correct. In recent
time, importance of innovation and creativity is being facilitated by telecommuters,
entrepreneurs and free agents (McCalman and Potter, 2015).
Initiating Change in the organisation
Changes are essential, as it would convene for directing it. For bringing a change, it may be
small or large but it requires establishing a priority to take the risk factors. However, recognizing
every step in the process of change seems the practical results to overcome it properly.
Communicate with several findings would direct with leaders to perform with the whole
employees (van der Voet et al., 2015). Most of the leaders have a tendency to create radical
change within a short time, which build up teams to obtain wide-range advantages.

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M2: Several theories and models to appraise organisational reply to change
Lewin’s change management model- It is the most well known approach to evaluate the process
of change in organisation (van der Voet et al., 2015). By dividing the process of change in three
parts, the company may break a large profit. Lewin specifies three parts of change management:
 Unfreeze
 Make changes
 Refreeze
The first step is “unfreeze” and looks at how the things are done. According to Brettel et al.
(2014), this indicates that company must analyze every step and human interaction is required
for the potential developments, no matter how much the company require unearthing. By
performing this, the leaders must eliminate any type of existing bias and commonly accepted the
mistakes. As opined by Poloczanska et al. (2013), unfreezing also implements on the
organization’s perception and give natural resistance to deal with it.
Once the leaders have arranged everybody it is time to deploy the changes and direct the team as
they implement. Support, communication and education are the important thing, as they desire to
limit any difficulties with the process of transition and address any types of problems as it
occurs. Next, the changes have been estimated, deployed and tweaked regarding to the feedback;
the leaders require to “refreezing” their new status quo. This is essential to any type of change
management model- everything that the leaders have to done previously.
Kotter’s theory
It is mainly focus on the process of change itself and more on the individuals behind on it ( Bin
Taher et al., 2015). Kotter’s theory may be utilized towards great impact in implementing the
business in recent climate.
Kotter’s theory works by:
 Creating a sense of urgency
 Developing a main coalition
 Making a proper vision
 Obtaining every people on the board

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 Remove barriers and decreasing friction
 Produce short-term wins
 Sustaining the acceleration
 Setting the process of changes in stone
At first, the leaders require to make a sense of urgency for the processes of change. This would
give the first traction that will require obtaining the team on board and motivated towards adapt
the process of change. As discussed by Lawrence (2015), gathering all organisation stakeholders
and managers and convince them of the requirement of change. However, this step is
straightforward, but the leaders must ensure that they have a better structure of employees.
Task 2: Leadership Decision Making
P4: Explanation of several barriers in order to change and ensure their influence in
leadership decision making within an organization
In this scenario, a case study of Nike has been chosen to illustrate the barriers so that effective
leadership decision-making can be done. It is prioritised that resistance to the organisation could
be effective by following certain parameters so that achieving the goal will be made clear. For
being one of the global companies, it has to analyse certain parameters so that it does not face
any kind of barrier.
Resistance and barriers must be changed
Most companies sometimes need to change some business structures but those changes might
face some barriers due to some factors (Wagner, 2016). Barriers could create several gaps in the
business organizations and this kind of gap could surely hamper the overall work quality of
respective companies. In case of Nike, these barriers are actually resist companies to reach their
desired goals and this resistance can drastically decrease company performance in larger
medium.
Lowering number of employees
Skilled employees in Nike play a huge role in every company, as they will be in charge of
delivering perfect production for the company (Klar et al. 2016). Employees are afraid of the

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possible change in the office environment as this could be a lethal factor for them. They need to
again make themselves feet in their respective positions inside the company and make
connections with other employees. Nike needs to describe the entire office scenario to respective
employees in order to demolish the fear of losing job from their mind.
Communication failure
Communication is very important for Nike, as employees must deliver their idea to another
employee. These communication skills also help them to make a good connection with team
leader as they could let their problems known to team leaders (Hughes, 2016). Some employees
are introvert and they need to acquire proper communication skills to interact with their office
colleagues. Team members of Nike must help them in this situation, as this would be a barrier
for their promotion in office.
Schein’s organisational culture model
This model has some reference for companies in order to find the barriers for them as every
company has diffract barriers. Discussion would be very useful for every company, as they need
to discuss the current situation with all of their employees and management team. These will
help them to find the proper solution in order to counter problems.
M3: Utilize force field analysis to examine the driving and resisting forces as it control
decision-making
The process of change is very complex to accept for the people. This same thing also applies on
Nike and other companies where it is essential to apply the process of changes. Force field
analysis is method in which a group or a company may predict in advance, what they anticipated
resistance would be towards the proposed changes (Piercy, 2016). In Nike, change may be
impacted in several ways. For instance, introduction of new machine, it must adopt by the
leaders then by the employees. By utilizing force field analysis, it becomes clear what types of
forces would probable influence the process of change.
Force Field Analysis distinguishes restraining forces and driving forces. The restraining forces
are obstacles, which obtain within the process of changes. They must have an effect on the
change process and will try to contain this. The driving forces help the process of change and

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inspire the positive effects. It may be utilized as an application to recognize the main factors in
the organisation (Hughes, 2016). It also depicts the external surroundings of an organisation that
affect on organizational performance and turnover on the company’s productivity. It shows a
large affect on the decision making process. Is also makes individual needs and values as the
employees may anticipate the demands with their balance of work life.
Task 3: PPT (Refer to PPT)
Conclusion
The reports evaluate to manage the impact of changes by discussing several examples of
organisation in terms of strategies and operations. It determines how the exterior as well as
interior driver would impact on individual performances and behvaiours. Several theories are
utilized to recognize the process of changes. Moreover, several barriers in the process of changes
are developed to influence the capability of decision-making in terms of organizational context.

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References
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