BU6008 Leadership and Change Management Assignment Sample

 

Module Code And Title : BU6008 Leadership and Change Management Assignment Sample

 

BU6008 Leadership and Change Management Assignment Sample 1
BU6008 Leadership and Change Management Assignment Sample

Introduction

Organizational change is constant for shaping personal and professional lives. It is a wide field that addresses how changes can manipulate organizations and employees working within the company. For many reasons, change faces resistance however organizations are well equipped with strategies that can deal with the resistance smoothly (Tang, 2019).

The concept of professional and organizational development is more or less same, nevertheless organizational development aims at improving the overall productivity of the business. The following report on leadership and change management will describe the impact of change in an organization with the help of relevant concepts and models. Reasons for resistance to change and strategies to work with the resistance will also be discussed.

A complete or partial adoption of new concepts, behavior or ideas by employees and organizational members is termed as organizational change. Holten et. al. (2019) argues that a company may want to implement change due to various reasons, however pressure from external environment and need for an internal alignment can be major reasons for a change in every organization. From a broader perspective, change is a continuous process of transformation that helps maintain environmental dynamics thereby decreasing discrepancies.

Managing organizational change is tough, however bring transformation is necessary to sustain in global and local markets. Various approaches can be used to manage organizational changes. The section discusses Kurt Lewin’s change Model to explain the impact of change in an organization.

To begin with a successful change process, it is necessary to understand why certain changes are needed in an organization. According to the Kurt Lewin’s change Model, motivation is the key to drive change however a company should inspect all other factors before unfreezing the change in any department.

Unfreeze: This is the first step of Kurt Lewin’s change Model where an organization prepares itself to accept necessary changes. Breaking down or changing the existing norms help adapt to the changes easily (Holmes, 2017). According to a change and management report, business that have strategies and effective operating procedures are likely to accept changes readily compared to the organizations that do not have robust ways of operating in the market.

The unfreezing stage is divided in various steps where the initial step is surveying your team members to understand the present state of the organization. Once the current state is analysed, every member should be aware of why a change is necessary. The Kurt Lewin’s change Model not only assists in managing changes effectively but also allows company’s CEO and employees to use their vision and strategies to enhance growth and productivity.

Change: Once the uncertainties are determined in the unfreeze stage, people may look for ways to resolve their uncertainties within the organization. Though it seems easy when the unfreezing step finally changes into a transitional step, however the change does not take place overnight and every member of the organization needs to support the new direction in order to launch the change successfully (Holmes, 2017).

Unfortunately, many people resist the change particularly when they face disadvantages in their personal and professional lives. Hechanova et. al. (2018) states that the immunity to change benefits people in long term, therefore people need to foresee and manage inappropriate situations with patience. Throughout the change process, employees should be reminded of why the change has been implemented and how it can benefit in long term.

Refreezing: The final step of Kurt Lewin’s change Model is the refreezing stage where an organization has already reinforced the change and will now focus towards the new state of change. With a change comes different goals, structure and processes that will ensure higher productivity and success. Though refreezing guarantees, positive results after the change is implemented, however some find the refreezing stage unnecessary (Al-Ali et. al.  2017).

The reason is some think every change needs to be re-evaluated hence continuous changes are required in immediate future. To anchor the changes in any organization, the team leaders and managers needs to identify what supports the change and what barriers can reduce the sustainability of the change in an organization. By understanding the three distinct stages of Kurt Lewin’s change Model, a company can implement necessary change to embrace new activities and operations.

Reasons for resistance to change and strategies to work with this as several such as organizational growth by using several efficient strategies and better implementation of them. These reasons play an efficient role in each organization and help them to grow at several stages. This supports the firm in internal management and external management also. Moreover, it supports the employees and the other stakeholders of the company

When thinking of implementing major and minor changes in an organization, the company members must be ready for facing resistance. Be it a permanent or a temporary change, the chances of resistance increase due to various reasons (Schell, 2019). The primary reason for resistance is the fear to change for betterment. Human beings have tendency to accumulate daily routines and habits easily, this is the reason, why we resistance changes in daily life. Individual resistance is generally noticed among employees when they are not ready to embrace the change within their workplace.

To accept a change, there needs to be an ending to the current working state (Binci et. al.  2016). The process of accepting change is not easy, nevertheless, transition may reduce disengagement and promote a better working environment. Next to the individual resistance comes the organizational resistance where the resistance occurs at a bigger level. (By et. al. 2016) Irrespective of the size of the organization, there are various factors that can create barriers in implementing changes.

Inertia: Inertia is the most powerful force that can develop the fear of change in an individual. The increasing demands and the urgency to meet the daily targets can be a barrier to change.

Conclusion

From the above discussion it is clear that new ideas can readily bring changes in a team and in every organization. For a bigger transformation, employees, managers and higher team coordinators need to change their perspectives. Changes are inevitable, however implementing them in a correct way surely leads to the success of any organization.

The growth and development of any company not just depends on its initiatives to change, rather passionate employees can also increase productivity and growth every day. Lastly, it is important to understand the change and manage the change to bring a powerful impact on organization and society as a whole.

References

Al-Ali, A.A., Singh, S.K., Al-Nahyan, M. and Sohal, A.S., (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis.

Binci, D., Cerruti, C. and Braganza, A., (2016). Do vertical and shared leadership need each other in change management?. Leadership & Organization Development Journal.

By, R.T., Hughes, M. and Ford, J., (2016). Change leadership: Oxymoron and myths. Journal of Change Management16(1), pp.8-17.

Hechanova, M.R.M., Caringal-Go, J.F. and Magsaysay, J.F., (2018). Implicit change leadership, change management, and affective commitment to change: Comparing academic institutions vs business enterprises. Leadership & organization development journal.

Holmes, J., (2017). Leadership and change management: Examining gender, cultural and ‘hero leader’stereotypes. In Challenging leadership stereotypes through discourse (pp. 15-43). Springer, Singapore.

Holmes, J., (2017). Leadership and change management: Examining gender, cultural and ‘hero leader’stereotypes. In Challenging leadership stereotypes through discourse (pp. 15-43). Springer, Singapore.

Holten, A.L., Hancock, G.R. and Bøllingtoft, A., (2019). Studying the importance of change leadership and change management in layoffs, mergers, and closures. Management Decision.

Schell, W.J., (2019). Leadership and change management. In Traffic Safety Culture. Emerald Publishing Limited.

Tang, K.N., (2019). Leadership and Change management. Springer Singapore.

Tang, 2019Holten et. al. 2019Holmes, 2017Holmes, 2017Al-Ali et. al.  2017Schell, 2019By et. al. 2016Binci et. al.  2016Hechanova et. al. 2018

 

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