Report on Understanding and Leading Change: Strategy and Operations

This report examines change management within organizations, focusing on a comparative analysis of Toyota and Jaguar. It begins by exploring how various internal and external drivers, such as political, social, competitive, economic, and technological influences, impact the strategies and operations of both companies. The report then delves into the effects of these drivers on leadership, team dynamics, and individual behavior, utilizing the Bohner and Arnold Change Impact Analysis model to assess these impacts. Furthermore, it evaluates measures to mitigate the negative effects of change on organizational behavior. Task 2 delves into the barriers to change and their influence on leadership decision-making, utilizing force field analysis to identify driving and resisting forces. Finally, the report explores different leadership approaches to navigate and manage change effectively, offering recommendations for successful change implementation. The report uses the provided assignment brief to address the learning outcomes and assessment criteria, offering a comprehensive overview of the topic.

UNDERSTANDING AND
LEADING CHANGE

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Comparing various organisations that has been an impact of change on the strategy and
operations of the company......................................................................................................1
P2. Evaluation of the ways in which internal and external drivers of change affect leadership,
team and individual behaviour...............................................................................................4
P3. Evaluation measures that can be taken to minimize negative impact of change on
organisational behaviour........................................................................................................8
M1. Assessing the various drivers for change and types of organisational change...............8
M2. Evaluation of response of organisation to change by applying appropriate theories and
models...................................................................................................................................10
D1. Conclusion and recommendations.................................................................................11
TASK 2..........................................................................................................................................12
P4. Explaining various barriers for change and how they influence leadership decision-
making..................................................................................................................................12
M 3. Utilising the force field analysis for analysing the driving as well as resisting forces and
the way they influence decision making. ............................................................................12
D 2. Evaluating the uses of force field analysis in context of meeting organisational
objectives..............................................................................................................................13
TASK 3..........................................................................................................................................13
P5. Different leadership approaches to deal with change.....................................................13
CONCLUSION..............................................................................................................................18
REFERENCES..............................................................................................................................19

INTRODUCTION
Change management in the organisation is a procedure and collective term of all
approaches to support and prepare individuals, teams and industry in making change in
company. The report is based on Toyota, Japan's biggest car company that was founded in 1933
by Kiichiro Toyoda. The industry is headquartered in Toyota City, Aichi and in Tokyo.
The report will evaluate the ways in which the internal and external drivers of the
changes have impact on leadership, team and individuals of Toyota and some suggestions will be
given to thecompany to overcome or move ahead with the changes. Report compares two
organisation; Toyota and Jaguar to understand how they respond to the changes. Some measures
also will identify that helps to minimize the negative impact of the change in an organization.
TASK 1
P1. Comparing various organisations that has been an impact of change on the strategy and
operations of the company.
Organisational change is the process of changing strategies, procedure, processes, culture
and technologies of Toyota.
Illustration 1: TOYOTA
(Source : Car manufacturing
industry, 2018)

Bohner and Arnold change impact analysis model- The change impact analysis is
identifyied by Bohner and Arnold as identifying the potential consequences of a change (Cullen-
Lester and Yammarino, 2016). There are three types of impact analysis techniques introduced by
both the analysts;
Traceability- The traceability of IA establishes links between specification, requirement,
design elements. It allows the scope of organisational change to be analysed, determined and
monitored. Traceability automatically marks the changes in the company so that it is clear which
people and operations are affected by a change.
Dependency- In dependence variant of IA links between variables, parts, modules to
determine the consequences of an initiating change. Under this technique, when it is clear in
advance who and what are dependent upon each other, it is immediately clear that what affects
changes will have.
Experiential- This variant of IA focuses on the fact that the impact of changes is related
to how experts of industry experience this. This help in understand that what happened in
previous, similar situation and what was its impact?
There are various drivers of changes that make impact on strategy and operations of
Toyota and Jaguar that will be analyse on the basis of Bohner and Arnold Change Impact
Analysis;
Driver of Change Impact on Toyota Impact on Jaguar
Political and social influences
As the company is global the
political and social change
affect in both positive and
negative manner. Industry's
strategies and procedure is
changing according to where
the company is being operated.
Organisation is able to produce
products according to the
demand, taste and price points.
The impact of political and
social changes on the operation
and strategy of company is in
mix manner.
The constant innovation led
them to manage social change
and their pricing strategy
segment which narrow th
market and strong science and
educational culture helps them

It gives strong motivation for
globalization. The impact has
provided the organisations
employees with better
motivation and guidance.
to manage social changes
(Cummings, Bridgman and
Brown, 2016).
The impact on political
changes on people of Jaguar
are negative as it create
negative environment by
influencing the people of the
organisation in following
wrong working practices and
not following the desired
policies and procedures.
Competition
Competition impact Toyota in
both positive and negative
ways. The competition is high
and to gain a competitive edge
firm has to work on upgrading
themselves and have to make
changes constantly.
The company always believes
in continuous change and
mould the operations and
strategies accordingly with the
change. The impact of
competition has made the
organisation develop more
products and services to satisfy
its consumer needs. Also, it
has helped the organisation to
On the other hand, Jaguar
offers their products on only
premium pricing the change of
competition do affect their
organisational strategy but
only in one segment.
The managers and supervisors
of Jaguar Bolster the hard
skills and develop multiple
channels of communications.

be a better service provider.
Economic changes
The economic changes have
negative impact on the
operations and strategies of
Toyota.The effective strategies
are developed by hiring
efficient people. It cuts down
the cost of production and
labour. It overall improves the
organisational efficiency and
growth.
The rapid change in needs and
economic condition is one of
the critical aspect and can
affect the operation and change
process of Jaguar in negative
manner (Doppelt, 2017).
They need to understand the
employee's need and economic
conditions are met in most
suitable manner. It is important
to implement the strategy in
order to reduce CAPEX and
OPEX.
Technological advancement
This change gives Toyota a
competitive edge and impact
in positive manner. Toyota has
surrounded itself with
innovative and creative
designers and engineers to
keep that competitive edge
alive (Espedal, 2017).
It affects the people of Toyota
in positively as they get
opportunities to learn more
and enhance their skills.
In comparison, Jaguar also
adopt this technological
advancement change with the
demand of world. For instance,
the change process involve in
operations and strategies are
focus on being ahead with
utilization and providing the
latest technology in their
product to consumers.

P2. Evaluation of the ways in which internal and external drivers of change affect leadership,
team and individual behaviour
Factors Leadership
behaviour
Team behaviour Individual
behaviour
Internal drivers Resource
Management
Change in
Resources are
essential to
streamlining the
change process
and it can
enhance the
human skills and
financial
resources as well.
It may affect
leadership in
positive manner
and leaders and
managers can
adopt the changes
with high skill of
team.
This change
affect team
behaviour by
focusing on
diverse
improvement
method.
The organisation
need to open up
communication
for effective
utilization of new
resources and for
enhancing the
behaviour of team
of both the
organisation.
Change in
resources are
responsible for
proper evaluation
of employees
behaviour
towards change.
Toyota need to
improve their
utilization of
resources that
help in easily
design the change
action that is
beneficial for
individuals in the
form of
operational
advancement.
Along with it, the
firm need to be
focused on its
employees and
organisational
resources in order

to improve its
products and
consumer
services.
Organisational
culture
The culture of
organisation
affect the
behaviour of
leadership as the
style of leadership
is depended upon
organisational
culture.
In the case of
Toyota; they need
to adopt the new
changes that is
going to make the
leadership work
effectively and
their behaviour
towards work will
consistent.
The culture of
Toyota includes
teamwork in their
basic
characteristic.
They always
motivate
employees to
work in team and
It has
collaborative
company culture
that basically
relies heavily on
team work
(Hassan, 2018).
On the other hand
jaguar's culture is
strongly
following their
beliefs and values
Individual
employee
perception differs
due to differences
in cultural
aspects.
Jaguar has
creative company
culture in which
leader allows
individuals to
utilize their
creativity and
encourage them to
think out of the
box.
Toyota's
organisational
culture guide
individuals and
give them a sense
of direction to
understand and
manage change.
The culture has

impacted the
leadership many
ways as it has
provided the
leadership with
new different
ways to tackle
problems. Along
with it, the
organisation's
leadership has
found effective
ways to deal with
problems and find
its solutions as
well.
External drivers Adopting new
technologies
The change of
technological
advancement and
being with new
emerging
technology is
important for a
leader. This allow
leader to develop
new strategies to
cope with the
changes
effectively and
Toyota and
Jaguar constantly
adopt new
technologies in
the organisation
that is important
for innovation
and meet
consumer demand
but the
continuous
change is difficult
to adopt by team
New technologies
affect individuals
as well but they
can train easily by
organisation to
adapt and learn
the changes. This
change is
beneficial for
individuals to
enhance their
skills and
knowledge by

able to manage
and lead people
effectively.
Technologies
have impacted the
leadership in
various ways as
the arrival of new
technology has
provided the
leadership with
new options and
value. Also,
technology has
made things easy
for a leader.
and that have
negative impact
on their behaviour
towards their
work. Both the
companies have
to cope with this
change by
enabling effective
leadership that
ensure team is
having proper
training and
development.
proper training.
Toyota and jaguar
have to improve
the
communication
style that helps
leader or manager
to inform
individuals about
new techniques of
organisation in
order to make
them understand
the level of
psychological
effect of the
change.
P3. Evaluation measures that can be taken to minimize negative impact of change on
organisational behaviour
To minimize the negative impact of change Toyota can adopt various strategies. It is
essential for the organisation to minimize negative impact of the changes in Toyota to manage
the overall organisational behaviour (Lawrence, 2015). It can be done through;
Provide effective training- Training is one of the most effective foremost measure that
helps Toyota to minimize the negative impact. After passing information about the changes
within the organisation, Toyota has to conduct training and development programmes that help
in analysing where the need is arising of training and the level of training needed by employees.
Communicate the change and motivation- It is the most essential measure that can be
used by Toyota to minimizing the negative impact of changes. They need to implement effective

structure that open up and simplify the communication channel by that top level can easily
communicate the specific changes to low level. The leader is responsible for motivate them
through communication style and managers are responsible for providing needed resources to
drive them and manage them in effective manner (Mupepi, Mupepi and Mupepi, 2019).
M1. Assessing the various drivers for change and types of organisational change
The driver for change in the organisation are; internal and external drivers. Internal forces
include; systematic forces, structural changes of an organisation, change in technology, etc. and
external drivers for change include; political, economical, technological, governmental
regulations, change in needs and preferences of consumers and competitive pressure.
Political and Social factor- Political factor include; tax policy, labour law, trade
restrictions, political stability, etc. Social factor are lifestyles, values, change in trend, change in
consumer preferences, need and demand, etc. Personal values affect employee's need, motivation
and priorities After the crisis of 2007, government of UK has changed rules and regulations for
developing companies and allocation of resources. In order to meet the criteria of government
laws and legislations, Toyota need to make changes in their operations for purchasing of crude
oil.
Economical factor-It includes; labour costs, consumer behaviour, interest rates, inflation
rate, etc. For example; Changes in tax rate and currency exchange influence the business
planning, people and process that are responsible for operations, developing and implementing
strategies of Toyota and to overcome modification that are required by taking proactive decisions
(Nelson-Brantley and et.al., 2018). Economical factor affect business in terms of low profitablity
growth and low income growth.
Technological advancement: For example; manufacturing industries such as Jaguar have
automated their operations with computerized numerical control, robotics, computerized process
of designing and drafting engineering drawing of goods. Organisation consists a host of
computerized technologies that are used to obtain, store communicate information, etc. with the
help of this technology placement it helps business to make new changes and adopt new changes
and new technology that affect the business effective growth management changes. .
Types of change- There are various type of organisational change that has impact on
organisational culture, strategy and operations;

Strategic and Structural change- This type of change is usually implemented at the
organisational level, that may affect different components of a company. Strategic change
includes making change to overall strategy, mission, goals and purpose of an organisation
(Peters, 2019). Multinational company like Toyota is bringing change in the overall
organisational philosophy by taking a step ahead for availing the advantage of being a leaner
organisation.
Structural changes involve the hierarchy of authority, goals, structural characteristics,
management system and administrative procedures. Toyota often finds it necessary to redesign
the structure of the industry due to influences from the external environment. Almost all the
changes in how Toyota is managed falls under this category of structural change (Salman and
Broten, 2017).
Process and People oriented change- This change often related to organisation's
production process or how the company assembles products or deliver services. Toyota may
need to re-engineer processes to achieve optimum workflow and productivity. The people
oriented change alters the behaviour, attitude, performance or skill of employees in the
organisation (Schedlitzki and Edwards, 2017). It involves; motivating, communicating, leading
and interacting within the teams.
M2. Evaluation of response of organisation to change by applying appropriate theories and
models
There are various theories and models that are used to respond to the changes but the best
suitable model is Bruke Litwin.
Burke Litwin Model
The Burke Litwin change model strives to bring change in the performance of Toyota and
the employees and of team. It establishes the link between internal and external drivers that
affect performance (Smith, Lewis and Tushman, 2016). This model is consisted 12
organisational elements;
External environment- The key external factor such as; Government and political and
technological are the key external factor that have direct and indirect impact on the Toyota.
Mission and Strategy- The mission of Toyota is To attract and attain customers with high
valued products and quality services and the strategies are according to it to fulfil this mission.