Analysing Organisational Change: Leadership Approaches & Impact

This report provides a comprehensive analysis of organisational change, focusing on its impact on strategy, operations, leadership, and individual behaviours. It compares different organisational examples, such as Morrisons supermarket, to illustrate the effects of political, economic, social, technological, legal, and environmental factors on change. The report evaluates both internal drivers, like mission, employees, leadership, financial resources, and communication, and external drivers of change. Furthermore, it assesses measures to minimise negative impacts on organisational behaviour, applying Lewin's change management theory. The report also examines barriers to change and how they influence leadership decision-making, using force field analysis to understand driving and resisting forces. Finally, it explores different leadership approaches and evaluates their effectiveness in delivering organisational change, referencing relevant theories and models. This assignment, contributed by a student, offers insights into planning effectively for change and applying change impact analysis, and students can find more resources like this on Desklib.

Understanding
and
leading change

Contents
INTRODUCTION ..........................................................................................................................1
MAIN BODY...................................................................................................................................1
P1- Compare different organisational examples where there has been an impact of change on
an organisation's strategy and operations.....................................................................................1
M1- Assess the different drivers for change in each of the given examples and the types of
organisational change they have affected....................................................................................2
P2- Evaluate the ways in which internal and external drivers of change affects the leadership,
team and individual behaviours in an organisation......................................................................3
P3- Evaluate measures that can be taken to minimise negative impacts of change on the
organisational behaviour..............................................................................................................4
M2- Apply appropriate theories and models to critically evaluate organisational response to
change..........................................................................................................................................6
D1- Draw conclusions and recommendations with valid justifications for planning effectively
for change and applying change impact analysis.........................................................................6
P4- Explain different barriers for change and determine how they influence leadership
decision-making in a given organisational context......................................................................6
M3- Use force field analysis to analyse the driving and resisting forces and show how they
influence decision-making...........................................................................................................7
D2- Critically evaluate the use of force field analysis in the context of meeting organisational
objectives.....................................................................................................................................8
P5- Apply different leadership approaches to dealing with the change in a range of
organisational contexts.................................................................................................................8
M4- Evaluate the extent to which leadership approaches can deliver organisational change
effectively applying appropriate theories and models.................................................................9
D3- Critically evaluate the effectiveness of leadership approaches and the models of change
management.................................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Change refers to the actions that business alters as it is a major component of the organisation.
Sometimes the changes can negatively affect the organisation while sometimes they provide a
positive unmoving to the organisation. But it is very important for the organisation as they prove
to be a positive effect to the organisation (Pianesi, 2019). There are several reasons due to
changes takes place in the organisation as it can be technological change, change in the structure,
elements. In this report, we discuss about how the changes affects the behaviour in an
organisation such as Morrisons which is the fourth largest supermarket chain in the UK and its
headquarters is in Bradford, West Yorkshire and England.
MAIN BODY
P1- Compare different organisational examples where there has been an impact of change on an
organisation's strategy and operations.
There are some external drivers of change which impact the organisation in a negative as well as
positive manner. These factors are discussed below-
 Political factors- The political factor is that type of factor which influence the economic
environment of the organisation. It includes government policies, rules and regulations,
and many more restrictions about trade and production. There are several businesses who
partnering with other companies and they needs to change their competitive strategies
and operations as if the goods and services are restricted in that country.
 Economic factors- The economic factor refers to the economic growth, percentage of
unemployment, interest and exchange rates as these affects the income and purchasing
power of the organisation. The economic uncertainty causes volatility of exchange rates
as it makes the organisation a situation of gain or lose their economic value. And
Morrisons have no other option as to be flexible and emergent change and thus
implementing operations and emergent strategies (Mohanty and Sarkar, 2020).
 Social factors- The social factors refer to the things which affects the habits and
spending of customers. It includes people's lifestyle, consumer purchasing behaviour and
demographics that influence the customer's demand for goods and services. These type of
factors forces Morrisons to change their strategies and operations of them as they have to

meet the changing trends of consumer and preferences. But this kind of change is
necessary for the organisation as it will bring a competitive product in the market. It
becomes more easy for an enterprise if they maintain their social media platform in a
competitive environment as it enable information and misinformation to flow globally in
seconds.
 Technological factors- The technological factors is that type of external factor which
consists of growth of e-commerce, innovations in product designs and internet. To
survive in the competitive market, Morrisons has to make changes accordingly as they
has to change their technology which enhances the competitive spirit of them because
advancement in technology and system is a major driver for change in the organisation.
 Legal factors- The legal factors refers to those factors which are defined as law-related
issues and proceedings that must be consider by the owner of the business as to run their
business seamlessly. The laws may be federal regulations, state laws and customs
imposed norms. The legal factors affect the business in many ways as the firm has to
determine that their product is legal to sell in the market or not and their business has to
abide the national policies and regulations for product marketing, selling, inventory
management, etc. There are some laws which changes the strategies and operations of the
business, that are, labour protection law, securities law, consumer protection law and
many other related laws (Spencer, 2021).
 Environmental factors- The environmental factors are important for the business as they
can cause direct and indirect effect on their operations and strategy. If the firm grows
with environmental awareness, it becomes more competitive in the eyes of consumers
and other competitors. As many consumers needs eco-friendly goods and services as to
keep them connected with the environment. But if the good is made as related to the
environment, it changes the operations and strategies of the business as they has to use
compostable packaging and solar energy which leads to increase the revenue and
profitability of them.
M1- Assess the different drivers for change in each of the given examples and the types of
organisational change they have affected.
There are several external factors that may impact a change on the organisation's strategy and
operations, that are, political, economic, social, technological, legal and environmental. The

political factor may impact the business as to partnering with other firms, the firm has to change
their strategy and operations which becomes a factor for them. As according to social factors, the
people's lifestyle and consumer purchasing behaviour may change the operations and strategy of
Morrisons. The firm has to change on the basis of the changes in the technology, legal and
environmental factors.
P2- Evaluate the ways in which internal and external drivers of change affects the leadership,
team and individual behaviours in an organisation.
Every organisation has its own culture and there are some internal factors that affects an
organisation's ability to change in the external environment. These factors are discussed below-
 Mission- Mission is that statement which describes the purpose of an organisation. A
successful organisation has a clear sense of its own ultimate purpose and also knows that
how they intend to fulfill that purpose. If the mission is not clear and specific, it leads to
become a factor that affects the business as it is the underlying reason that makes specific
products and offer specific services to the consumers (Li and McMurray, 2022).
 Employees- Sometimes employee is that factor which drives the company to the success
and it is that important factor which the firm has to consider as they has to achieve
growth in the market. If Morrisons provide training and development programs to their
employees, it brings a strong business feature in them. It is not necessary for the leaders
to hire qualified employees as the firm does training programs. It should be make sure
that the managers must ensure a constant communication with their workers as it does not
cause any misunderstanding between them. When the employees feel valued and
rewarded, they will produce and perform better as compared to the past.
 Leadership- Leadership refers to that individual in the organisation which makes all the
major decisions regarding the sales, marketing, budget and human resources and leads
their teammates that how they can effectively achieve their objectives. If Morrisons have
a clear vision for the future with the strong leadership and a plan of how to accomplish
their goals can measure success in an efficient way. Through this, it has also developed
the kind of management structure which give feeling of empowerment to the employees
while they also meet the production and sales goals (Stepanova and et.al., 2019).
Whereas weak leadership is like a ship without a rudder which has no direction and is in

danger of sinking. The leaders who have lack of clear vision are unable to lead and
manage their teams in a proper way as it will find difficulty to accomplish their goals.
 Financial resources- It was the finance who takes the decision of whether the company
survives or dies. To maintain the surviving of the business, they has to be make sure that
there should not be a lack of money in their workplace. If the cash resources are limited,
it may affects the number of people the firm had hired, the quality of their equipment, and
the amount of advertising their product. If the firm had flush with their cash, they have a
lot of opportunities to grow and expand their business or they can endure an economic
downturn. So, sometimes finance provide a flexibility for the business and sometimes
they provide rigidity to the business.
 Communication- The friendly and proper communication is a must needed by every
successful business. If the team leaders and the team are communicate in a freely way, it
may improve the efficiency and performance of the workers. In a business, there is a two-
way communication which extends from top to bottom. If Morrisons deals with the
communication deficiencies, it may often lead to a rigid and may destroys the trust of
workers.
P3- Evaluate measures that can be taken to minimise negative impacts of change on the
organisational behaviour.
To minimise negative impacts of change on the organisational behaviour, Morrisons has to
consider the Lewin's change management theory which will increase the change into positive
manner and it is developed by Kurt Lewin. This model is one of the most popular change model
which is divided into three steps and breaks the big changes into more manageable chunks
(Rolland, 2018). The three stages of this model id described below-
 Unfreeze- At this stage, the aim is to prepare the affected stakeholders for the upcoming
organisational change. The change leaders have to look at the ways to improve the
company's preparedness for change. So, the main purpose of this step is to prepare the
affected stakeholders for the desired change. The effective change communication plays
an important role in getting the desired team and support of the people in the change
management. There are some activities under this step which will help the firm to
embrace their change in a better way as they needs to conduct a needs analysis by
surveying their organisation, obtain a organisational buy-in, create a strategic change

vision and change strategy, communicate in a compelling way about why the change has
to occur and address employee concerns with the transparency and honesty. At this
stage, Morrisons has to communicate about the changes to all the members and
employees of the organisation which brings an advance knowledge of change in them
and they can minimise the negative changes in the organisation.
 Change- After the unfreeze, the next step is the change which deals with the
implementation of change in the organisation. At this stage, the firm has to consider an
agile and iterative approach which incorporates the worker's feedback to smoothen the
transition. The main focus of this stage is to implement the desired change in the
organisation. The firm has to prepare a variety of change options which will help them
to minimise the negative impacts of change in the organisation and they has to be done
through the planned change process which will examine what they have to work, what
parts were resistant, etc. When the members of the firm had an advance knowledge of
negative changes, they may tried to execute their change in a well-planned change
process. But during the change, Morrisons has to consider that they should communicate
widely and clearly to the members and they has to promote or encourage employees to
get proactively involved with the change (Levy, 2021). And they has to involve others
as much as possible which will help them to navigate various stakeholders.
 Refreeze- It is the final stage of Lewin's change management theory which aims is to
the people has to involved with this new state. Generally, it means that the employees
has to move away from the transition phase towards acceptance with the new changes.
At this stage, the group norms, activities, strategies and processes are transformed as
according to the new state. Morrisons has to tie the new changes into the culture by
identifying change supports and they can develop and promote ways to sustain the long-
term changes. The company has to be make sure that the workers accept the new state or
not and they are getting comfortable with their roles and responsibilities or not. To
strengthen the change, the firm has to offer training, support and communication to their
workers and they has to be make sure that the new changes they bring in an organisation
should minimise the negative impacts on the organisation.

M2- Apply appropriate theories and models to critically evaluate organisational response to
change.
The theory or model which Morrisons use is Lewin's change management theory which consists
of three steps and one of the most popular change management theory. At the first step, the firm
has to communicate an advance knowledge of change to their members which will help them to
make differentiation in the positive as well as negative change. After the first stage, the next is to
implement the desired change in the organisation. According to this stage, the firm has to
execute the desired change through the well-planned change process which will help them to
minimise the negative impacts of change in the organisation (Wilson, 2019). The last step is the
refreeze which aims is to people has to involved with the new state or they has to accept with the
new changes.
D1- Draw conclusions and recommendations with valid justifications for planning effectively for
change and applying change impact analysis.
Morrisons has to plan changing through one of the popular model of change management which
is Lewin's change management theory. This model consists of three steps, that are, unfreeze,
change and refreeze. This framework does planning in an efficient and effective way and can
apply change impact analysis. Through this model, the firm can understand of how changes
occur as in the context of the social behaviours observed at an individual. In this theory, the
change management has taken in both supportive and opposing directions.
P4- Explain different barriers for change and determine how they influence leadership decision-
making in a given organisational context.
Force field analysis- The force field analysis is a basic tool which help the business to take
action once the root cause has been identified. It is a model which helps the organisation to think
about the pressures for and against a decision or a change. It is developed by Kurt Lewin.
Through this model, Morrisons can get a clear view of what they needed for their change. After
determining the force field analysis, Morrisons has done some changes in their organisation as
they was the first supermarket who ditch plastic carrier bags into paper carrier bags for the loose
fruit and vegetables and introduce a refillable container service on its fish, meat and deli counters
which reduces the single use packaging of these goods or services.

Barriers of change- There are some barriers or challenges that the firm has to consider when
they adopt change in their workplace which are detailed below-
 Lack of clarity- The change is often difficult as when the firm has a lacking of clear
vision. If the workers doesn't know about the current situation or position of their firm,
they will not be able to bring a desired future state in their firm. And if the worker is
unclear about the vision of the organisation, the drivers of change and the implementers
will lack clarity as well. Hence, if the employee has a clear project scope and compelling
narrative, they can lead to a smoother transition (Tunsi, Chandler and Holloway, 2022).
 Lack of governance- It is very expensive for the company to invest in the change and this
can become a barrier to change as it will cost more to the organisation. For the
transformational change, the firm has to need a clear line of sight governance to manage
the change from both the micro and the macro level.
Barriers of change affects the leadership decision-making- There are some barriers that may
influence the leadership decision making in an organisation as if the worker doesn't have a clear
knowledge about the vision of the organisation, they may directly affect the decision making of
the leaders. And the barrier of lack of governance may cost more to the organisation and can
affect the decision making of the leaders as because they have to perceived as strong enough to
lead failure of the change effort.
M3- Use force field analysis to analyse the driving and resisting forces and show how they
influence decision-making.
There are some driving and restraining forces that may affect the leadership decision making in
an organisation which are technology, the wants or needs of the consumer, marketing,
operations, etc. and they have a significant impact on the leadership decision making. If the
Morrisons makes a change related to the technology and this leads to change in the way of work
which motivates employees to learn a new way of working and can perform their work with the
new technology in a proper manner. As this affects the leadership decision making of the
organisation because the organisation has to make use of leadership styles which enables leaders
to provide guidance and support to their workers (Strunz and Schindler, 2018). The restraining
force like operations may influence the leadership decision-making as because the workers do
not want to accept the new changes in the functions of the organisation. If they accept with the

new changes, they have to be more motivated and encouraged and the leaders have to put more
efforts and use different process other than the regular process.
D2- Critically evaluate the use of force field analysis in the context of meeting organisational
objectives.
The force field analysis can help the organisation to think about the pressures for and against the
decision or a change. As this analysis may consider all aspects of making the desired change in
the organisation which helps them to achieve their goals. And it shows the positive as well as
negative forces of the situation which makes the situation as easy as compared to others. It is a
framework or a model which is used to aid the business decisions that leads to the
accomplishment of goals.
P5- Apply different leadership approaches to dealing with the change in a range of organisational
contexts.
There are some leadership approaches to deal with the changes in the organisation which are-
 Democratic approach- It is also known as participative approach as everyone is given
flexibility to participate, their ideas can be exchanged in a freely manner and the
discussion is encouraged. As this type of approach focus on the group equality and there
is a free flow of ideas (Akkaya, 2021). Morrisons can take help of this approach as to
discuss different aspects of changes with their workers and can make a clear
understanding to their workers about the impact of change and why this kind of change is
needed by the firm.
 Situational approach- It is that type of approach which suggests any individual has the
potential with the given favourable present environmental circumstances to commit a
crime. Generally, it is an approach which defines the behaving way of an individual that
will depend on the situation and the environmental stimulus surrounds them. Through
this approach, the firm can able to select appropriate leadership style as accordance to the
situation which fits for the change to accelerate.
 Behavioural approach- It is an approach which is based on the scientific methods that
can be observed, tested, quantified and further researched for explaining or defining the
various behavioural processes (Maheshwari and Yadav, 2018). This type of approach can
help management of Morrisons to evaluate and analyse the behaviour and the traits of

their workers as because this is one of the barrier to change and can help the firm to
reduce it and implement change successfully.
M4- Evaluate the extent to which leadership approaches can deliver organisational change
effectively applying appropriate theories and models.
There are some leadership approaches which we have discussed above as the democratic
approach helps the organisation to increase the involvement of the workers and raises that type
of environment which helps them to build strong team to manage the change effectively.
Whereas the situational approach is more effective as they can build flexible environment with
the firm so that the worker gets easily comfortable with the frequent change. Through the
behavioural approach, the workers can learn new way of working after implementation of the
change and it can lead to the shape of the behaviour of the employees. Morrisons can use some
theories of change management as to deal with the changes. The most appropriate theory of
change management for the firm is Kotter's tt-step change model which focuses more on that
people who are involved in the process of change rather than the change (Gottwald and
Lansdown, 2021). Through this model, everyone in the organisation has get involve in the
process of change and they may execute the change as together as a team.
D3- Critically evaluate the effectiveness of leadership approaches and the models of change
management.
There are various types of models available for the firm but they have applied Kotter's model of
change management as its main focus is on the people who are involved in the process of change
rather than the change that have applied in the organisation. Through this model, the firm can
raise trust, teamwork and transparency which is very helpful to turn resistance into participation.
As it enables the organisation to explain to the workers about why the change is important and
how can they provide drive to the workers which they will be required to enact to the change
(Singh, Goel and Ghosh, 2022).
CONCLUSION
In this report, we concluded that the change is a must needed for every organisation and we have
also discuss about the external and internal factors that affects the organisation's strategy and
operations. To minimise the negative impacts of change on the organisational behaviour,

Morrisons has adopted Lewin's change management theory which is an appropriate theory for
them. And after there is a discussion of force field analysis, barriers of change and how they can
affect the leadership decision making. The firm has to adopt some leadership approaches to deal
with the changes and has to apply Kotter's model which is very helpful to be required to enact to
the change.

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