Analysis of Leading and Managing Change: Unit 17 Report

This report provides a comprehensive analysis of leading and managing change within organizations, focusing on the strategies and operations of different firms, with a particular emphasis on Sports Direct and House of Fraser. It evaluates both internal and external drivers of change, assessing their impact on leadership, team dynamics, and individual behaviors. The report also examines measures utilized to minimize the negative effects of change on organizational behavior, including the application of the PDCA cycle and continuous improvement models. Furthermore, it identifies barriers to change and explores various leadership approaches suitable for managing change effectively. The report concludes with a synthesis of the key findings and their implications for organizational success in a dynamic environment.

Unit 17 Leading and Managing
Change

Table of Contents
INTRODUCTION...........................................................................................................................1
P1 Outcomes of change in context of strategies & operations of different firms.......................1
P2.Evaluate internal as well as external drivers of change which creates impact on leadership,
team & behaviours of individuals...............................................................................................2
P3. Assess measures utilised for minimisation of pessimistic affects of changes on
organisational behaviour.............................................................................................................4
P4 Barriers for change.................................................................................................................9
P5 Approaches to Leadership....................................................................................................10
CONCLUSION..............................................................................................................................11

INTRODUCTION
Leading and managing change is defined as a systematic approach to effectively deal
with transformation and transition of organisational processes, goals and technologies in order to
implement formative strategies as to control and guide individuals within entity to adopt change.
This will provide organisation with number of benefits to organisation in terms of increasing
profitability and productivity (Lawrence, P., 2015). Organisation is required to undertake change
in terms of strategies, system, policies, technology etc. and more. This assessment is mainly
undertaken to duly acknowledge the change that has been managed in Sports Direct. Company
perform their operations in retailing segment and offer their services worldwide with having
number of sporting brands and trades. In this report formative discussions has been made on
change in two entities that operate their functions in same industrial segment. In addition to this,
report include modes for making significant reduction of pessimistic affect of change. Lastly,
leadership approaches to deal with change in being covered in this report.
P1 Outcomes of change in context of strategies & operations of different firms
Change is an essential aspect in an organisation that facilitates enhancement of its various
operations as well as ensures that they are carried out in a smooth manner (Di Costa, 2016).
Also, it is necessary for the organisation to ensure that changes are carried out effectively and are
in sync with the latest trends in the market. Change can differ from organisation to organisation
but each change can impact the operations significantly. In this context, two organisations have
been considered to understand the impact of change on their functions as well as strategy. The
same has been discussed below -
Change Sports Direct House of Fraser
Strategical change
The company laid its primary
focus on expanding itself in
various countries for which it
bought the firms like Jack
Wills. The company's main
strategy was to but and rebuild
fashion as well as sports
brands irrespective of any
House of Fraser was a fashion
brand that was acquired by
Sports Direct, a sports brand
with the main strategy of
dividing it in two groups.
Fraser, the first group offered
stock of various designer
labels while the other group
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financial consequences
(Cowne, Frankl and Gerschel,
2018). Besides this, the
company also emphasized on
reducing its rents by
negotiating with the landlords
in order to reduce the overall
finances.
offered products for the mass
audience. This was done with
the aim to reach a large
customer base. Same plan was
to be executed for all the
layouts, but House of Fraser
was rebranded instead.
Process change The major change in the
process was that the company
gave the responsibility of its
administration to KPMG,
which is one of the big four
audit firms as it was facing a
lot of pressure on its cash
flows beside trading conditions
since last few years. This
change proved out to be a
failure and thus led the
company to dissolve.
The change that was carried
out by the organisation was
that of rebranding in which
they changed the overall
working style and emphasised
more on addressing the
requirements of the common
people. The company also
shifted its warehouse and
distribution system from
London to Shirebrook.
Thus, these were some changes that were made by the respective two organisations with
the aim of enhancing their services, the impact of which can be analysed by using Bohner and
Arnold model. The model helps in identifying various potential consequences that can be the
result of implementing change (French and Rees, eds., 2016). Sports Direct made changes in its
strategies as well as operations for which it needed to anticipate the effect of change on its
operations. The main objective behind implementing this change was to improve the position of
Jack Wills in the market. On the other hand, House of Fraser went through a massive loss of
£3million per week which implies that the different strategies opted by the brand were not
enough to achieve success.
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P2.Evaluate internal as well as external drivers of change which creates impact on leadership,
team & behaviours of individuals
Changes are termed as one of the most important procedure that are required to be
undertaken by an organisation as to increase their work place efficiency. In relation with Sports
Direct process and strategical change has been implemented by entity that are further being
defined below:
Internal Drivers of Change
Internal drivers of change are mainly termed as intrinsic aspects that are mainly liked
with organisation that duly facilitate Sports Direct to implement changes in organisational
working environment:
Strengths Weaknesses
 Company operate their functioning as
top sports retailer in United Kingdom
provinces with having 470 and more
stores.
 Company conduct their functions by
having collaboration with already
existing and leading brands like, Nike,
Adidas and more.
 It has been analysed that company is
having strong online presence and
further provide their services to
customers 24*7.
 Company is having low rate of
employee turnover as company provide
attractive bonuses and benefits to
 It has been analysed that there is strong
level of competition in sports industry
that tend company to have slow rate of
growth in terms with market share.
 This has been evaluated that
organisation conduct their functioning
at low margin this further create doubt
for company in terms with profitability.
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employees.
Opportunities Threats
 Company can take advantage of
expansion as to increase their customer
base and ensure more profitable
outcomes.
 With the help of significant
technological aspects company can
undertake use of innovation and can
enlarge their growth aspects while
ensuring more profitability.
 There is a significant increase in raw
material cost. This lead towards putting
negative impact upon organisation
revenue generation.
 Tax policies, Eurozone crisis are some
of the factors that create adverse impact
on functioning of Sports Direct.
 Due to presence of technological
change of continuous manner there are
some significant problems that can
create threat for Sports Direct.
External Drivers of Change
Basis Impact on Marks & Spencer
Political It has been identified that there is Political stability in UK government.
With the help of this, Sports Direct can gain advantage and can further
increase organisational effectiveness in best effective manner.
Economic There is a strong economic presence in UK marketplace. This provide aid
to Direct Sports in terms of operations. In addition to this, with the help of
this company can perform their activities like supply chain, logistics and
infrastructure in best effective manner.
Social It has been analysed that in UK individual lifestyle trends are continuously
changing (Yoder-Wise, 2014). Thus, it is essential for company to
effectively evaluate individuals beliefs, values and perceptions. With the
help of this company can increase their brand image and ensure long term
sustainability.
Technological This has been evaluated that UK is having strong technological aspects.
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This will aid Sports Direct to bring innovation within their operations and
can deliver attractive products and services to customers in best effective
manner.
P3. Assess measures utilised for minimisation of pessimistic affects of changes on organisational
behaviour
Change is termed as an essential aspects that duly pertains in an organisation. This further
lead towards creating affirmative and pessimistic impact upon organisational operations. In order
to cope up with negative impact of changes it is essential for organisation to undertake
appropriate strategical measures in order to increase organisational efficiency. Mentioned below
there are some certain efforts that are being undertaken by Sports Direct:
 It is important for Sports Direct to ensure that they conduct proper and effective research
as to identify current prevailing trends that sustain in business environment. This will aid
entity to undertake change in well defined manner and further encourage employees to
adopt changes as to execute organisational functioning in best effective manner.
 It is essential for organisation to increase employees skill, capabilities and knowledge on
continuous basis. This will aid company to make employees adaptable to change. For
this, Sports Direct is required to provide regular training session to employees in order to
make them effectively adaptable towards change.
It has been identified that with the help of continuous improvement models and system
theory Sports Direct can effectively undertake best changes that proves to be beneficial for
company. Mentioned below description of these models in being defined:
Systems theory:
System theory is defined as a interdisciplinary study of systems in context with the nature
of complex systems in science, nature and society. With the help of this theory organisation can
effectively able to focus upon the end results that indicates to make significant reduction in
unnecessary cost and finance rather than the ways through which it can be attained. In addition
with this, it duly guides Sports Direct to undertake use of effective plan of actions with the help
of which changes in best effective manner within organisation can be ensured along with
offering coordination in organisational activities.
Continuous improvement models:
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Continuous improvement model is considered as a mindset within which an organisation
engage in the continuous process of striving for better as to increase organisational efficiency in
best effective manner. With the undertaking of this model into due consideration Sports Direct
can always look to provide better measures to evolute workflows, products, services and other
necessary organisational aspects.
Illustration 1: Continuous Improvement
(Source:What is Plan-Do-Check-Act Cycle?, 2019)
It has been identified that continuous improvement model duly include PDCA life-cycle
as to eliminate discouraged impacts of change within an organisation. Mentioned below this
model is being further elaborated in context with Sports Direct:
PDCA Model
Plan:
It is mainly termed as a initial phase within which organisation undertake measures to
ascertain main reason that are linked with certain form of particular issue. In this organisation is
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required to make market research. In relation with Sports Direct that firms those who are strong
but due to some wrong changes have gone for administration are bought and build like Jack
Wills was bought up for merging fashion with sports brand to have better results. This initiate
organisation to formulate plan and undertake strategies as to conduct training for staff in order to
adopt changes within organisation in best effective manner.
Do:
It is next stage after planning in which plan is being effectively implemented in order to
acquire maximum output from changes by Sports Direct. This lead towards bringing process and
strategical changes in entity. With the effective consideration of this stage company can
eliminate wrong decision making.
Check:
It is one of the most important stage in PDCA life-cycle with the help of which
organisation can effectively able to evaluate output form desired performance and actual
performance level. It is important for Sports Direct to effectively evaluate their performance and
implied changes as to gain maximum outcomes.
Act:
It is the last stage within which process related to marking documentation along with
reporting for alterations that have been carried out. Within this it is essential for Sports Direct
management to ensure that they effectively put the defined plan into execution. This will lead
organisation to gain maximum advantages and further ensure more profitability as well as
productivity.
As per the above mentioned discussion it has been analysed that with the implementation
of PDCA Sports Direct can effectively able to ensure effective advancements in their
organisational efficiency.
In addition to this, with the use of Burke-Litwen model company can ensure that
implemented changes are efficient. This further aid company to undertake use of best effective
strategies with the help of which organisation can adopt changes in well defined manner.
Mentioned below formative concepts has been defined:
External environment: There are number of factors that are prevailing in external environment
and lead organisation towards changes. In context with Sports Direct there are different types of
elements such as politics and economy, behaviour of customers, competition prevailing within
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marketplace and legislation that will duly impact upon Sports Direct functioning. In context with
Jack Wills it has been analysed that with the presence of trading environment that lead towards
financial crisis.
Mission & strategy: Mission statement of company is “To develop true sports people as
well as preserve the true nature of sports”. While formative strategy that has been undertaken by
entity is due expansion in fashion & sports brands.
Leadership:In the business structure of Sports Direct company duly undertake use of
democratic form of leadership which leaders engage employees in the process of decision-
making process. With the help of this employees share their ideas as well views and perform
their operations in more effective way.
Organisational culture:It has been analysed that in the organisational culture of Sports
Direct there is a use of task culture as their strategy undertake use of purchasing and building of
firms.
Structure:Hierarchical structure is being followed by Sports Direct to ensure that
services are carried out in an appropriate manner and systematic way of rendering operations is
carried out.
Systems: It mainly include policies and procedures that are being undertaken by Sports
Direct as to effectively assist and support employees towards organisational goals.
Management practices: In this there are some behaviour and activities that are being
undertaken by managers with an aim to increase organisational efficiency. In this managers are
liable to take use of best effective management practices as to encourage employees in a well
defined manner.
Working climate: Company is required to ensure that they offer positive and healthy
working environment to their employees in order improve their work efficiency. For this Sports
Direct must undertake use of innovation within their services.
Tasks & skills: In this Sports Direct management must ensured that they provide tasks to
employees as per according to their skills and expertise. In addition to this manager of company
are required to make sure that employees within their organisation have effective time
management, analytical, communication and adaptability skills.
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Individual values as well as needs: Sports Direct is required to duly fulfil expectations of
employees by offering them effective remuneration, work-life balance and attractive rewards. It
helps in increasing employee quality of work.
Motivational level: It has been analysed that with the help of Maslow's theory of motivation
Sports Direct management cab effectively able to encourage and motivate their employees as to
perform their operations in best effective manner.
Individual & general performance: It include an individual performance level within an
organisational workplace. This can be duly measured by Sports Direct by considering factors like
customer satisfaction, quality requirements, turnover rate and productivity.
P4 Barriers for change
Change is a crucial aspect for organisations and should be addressed by them in an
effective way in order to ensure that a significant output is generated. In context to this report, it
has been identified that there are various barriers that can come in the way of an organisation
while implementing change in its system. The potential barriers for change that Sports Direct
would have face during its implementation are explained below -
Lack of an effective communication strategy – This was one of the major barriers that the
organisation experienced while implementing change in its system. Thus, Sports Direct
should have developed an effective strategy for communicating the notice regarding
implementation of change to its employees. The company could've made use of various
channels of communication. It is observed that the management did not cooperate with the
employees as they themselves showed resistance while adopting the change in their daily
routine initially. Thus, the barrier led to creating a substantial impact on the company's
leaders as well as overall functions. An effective communication strategy would have helped
it in conveying the information to its staff who would have in turn reacted to it in a refined
manner.
Lack of Employee Involvement – It was observed that the employees were not engaged in their
jobs after the implementation of change as much they were engaged before the that. The
organisation should have communicated the information to the employees beforehand which
would have made the process of adapting the same easier for them. It is identified that the
leaders within the company did not properly supervise their subordinates and provide
alterations and directions to them. This led to a lack of enthusiasm in the workers of the
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