Introduction Of Evaluation of leadership approaches and models in change management Assignment Sample
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“Change management” is the method of facilitating change within a firm leadership capability at the organisational level. It is also a deliberate competency intended to progress the organization's aptitude to adapt to change and react to customer needs (Prosci, 2022). Change Management is the focuses of the overall assignment. As a company referring Imperial Brands plc has been chosen to demonstrate the factors in real world. Imperial brands is the biggest creator of “fine-cut tobacco and tobacco sheets” in the world. With 51 plants around the world and more than 160 countries where its goods are sold, Imperial Brands manufactures more than 320 billion cigarettes annually (Imperial Brands plc, 2022). Its brands include “Davidoff, West, Gauloises Blondes, Montecristo, Golden Virginia, the second-most popular fine-cut tobacco in the world, Drum, and the best-selling rolling paper in the world, Rizla”.
2.0 “Force field analysis to evaluate opposition and support for change”
“Lewin’s Force Field Analysis” has discussed bellow to demonstrate the resistance and sustain for transformation within the firm.
“Lewin’s Force Field Analysis” of imperial brands
The forces supporting and implement transformation are represented using "Lewin's Force-field analysis" (for and against the change).
The elements of the changing context that is most favourable-
- The economies of the nations that produce tobacco—China, Brazil, India, the United States, and Japan—benefit most from this industry. In 2016, they produced tobacco worth more than 6.337 billion USD (Shahbandeh, 2020). Despite the relatively modest number of recipients, it's important to remember how big and vital an economy is to a nation.
- With above 100 million jobs related to “production, hand rolling, manufacturing, distribution, sales, and product promotion”, the tobacco industry is a significant global employer (International Labour Organization, 2020). To put that into perception, it employs more than 2% of the world's 3.3 billion workers (Schlein, 2019). Additionally, 80 percent of these occupations are located in poor nations.
- Research on the economic effects of tobacco becomes increasingly ambiguous. The World Health Organization (WHO), website states that the yearly economic cost of tobacco is more than $1.3 trillion and is attributed to “healthcare” costs and missing output, is largely to blame for the anomalies in these statistics.
Force Field Analysis within the Organization
Source: (Egyptinnovate, 2022)
The transformation context components that are the most prohibitive
- The risks associated with tobacco production appear to be far more obvious than the advantages. A lengthy variety of detrimental health impacts, too many to describe all of them here, are first experienced by those who use tobacco products. To sum up, smoking is bad for almost each appendage in the body and can lead to chronic obstructive pulmonary disease, diabetes, lung disorders, heart disease, and cancer, to mention a few (CDC, 2020).Imperial brands is a Tobacco manufacturing company as much people like to use tobacco as an addiction manner this products are equally faced the same issues as well.
- The imperial brands also threaten the environment because tobacco production encourages “deforestation” (Tobacco Atlas, 2020). According to the “World Health Organization”, by the middle of the 1990s, deforestation in more than 60 nations that produce tobacco was averaging 2124 ha per year, or roughly 5% of the world's deforestation (WHO, 2022). The reader should be informed that supporters of this position also claim that it makes use of dangerous chemicals, opening up a new discussion on the effects of “pesticides on the environment”, which is best left for an additional time. The potential to assist Imperial in accelerating the transformative transition that the tobacco industry is undergoing was the main factor that drew to this industry.
3.0 “Force field analysis to evaluate the recommendations for gathering the organisation’s objectives”
Any organisation that wants to meet organisational growth must first recognise its shortcomings and attempt to correct them. The most recent market shift made Imperial brands more in need of workplace transformation; in order to achieve this transformation, they must concentrate on analysing the factors and working to solve them as quickly as they can. This will help their industry progress toward greater objectives as well. “Force field analysis” is frequently used in “change management” and can be utilised to comprehend the organization's maximal transformation process. According to force field research, change is characterised as a period of an imbalance between the restraining force of personal failure worries and the driving forces of a changing market, new technology, and many others. Three phases must each be followed in order for the change process within the organisation to be successful. Prior to being implemented inside the Imperial brands, the change must first go through the unfreezing stage. Because people are accustomed to their previous environments, it is important to thoroughly evaluate how they think, how they work, and how their organisations are set up in order to remove any resistance to change (Yang et al., 2021). The driving forces that motivate change must be strengthened during the unfreezing stage, and the restraining forces that thwart the change effort must be eliminated. An organization's sense of urgency is aided by the driving force. The external environment can be driven by factors such as globalisation and technological advancement (Gaivoronskaya et al., 2021). Through their efforts, leaders can also start the driving force.
Employee resistance can be minimized by efficient communication, staff participation in the operation, training sessions that enhance knowledge and abilities, and other measures. Finally, if previous approaches fail to result in an active change, forceful methods may be used by Imperial brands.
4.0 “An explanation of the different barriers to change and how they influenced decision making and leadership”
The preceding conversation has made it clear that the selected company is dealing with a number of issues, each of which poses a significant barrier to the successful implementation of organizational transformation initiatives. The process of organizational improvement has been put on hold due to the leaders of the organization's pervasive fear of losing control (Pasmore et al., 2019). In a period of significant market volatility, this has only affected the organization's decision-making and led to poor organizational growth.
How change was accomplished and how successful was it
“Workforce transformation transforms when, how, and where work is done while enabling innovation, agility, and flexibility for a workforce that is more mobile and dispersed than ever”. Imperial brands need to get ready for the influx of younger workers who want seamless on boarding, straightforward collaboration, and robust communications. The workplace transformation helps the imperial brand to satisfy all the changing needs of the customers. Flexible remote work choices are seen as essential by many in the modern workforce. Providing employees with the freedom to work from home or other locations aside from the main office has some additional definite advantages. “By allowing the staff to work from anywhere, technology becomes the focal point of their working environment. In fact, it might be their sole in-person interaction with the company”. Workplace transformation has allowed the imperial brand’s to bring forward the creativity of the employees. The company have been innovating products and services to gain the competitive advantage. Overall, the proportion of adjustments that don't meet their objectives in terms of value anticipated, timeline, or both has gone up from 40% to 57%. Fortunately (Debnath, 2019), the same survey data also identifies critical success factors that companies can use to overcome these challenges.
Success factors of imperial brands
Source: (Seeking Alpha, 2022)
5.0 Advantages and disadvantages of leadership approaches to dealing with change
Advantages leadership approaches
Disadvantages leadership approaches
Fewer levels of administration need to be informed of every decision when an autocratic leadership is established within the organisation. Additionally, there is less feedback from various management levels that needs to be evaluated. This is due to the fact that just someone is in organizing of all engagements. Because just one person, rather than the “C-Suite”, is allowing for the profit and drawbacks of every choice, “decision-making” is sped up as a consequence. So these type leaders will bring effective changes to the workforce without much difficulty.
Autocratic leadership does not take into account the option or the other member's acceptance of any decision. Any changes enacted under autocracy may have an emotional impact on the workers, who may feel deprived and compelled to comply with the change process.
“Democratic leadership” adopts a position that is more detached. With this approach, leaders inspire and motivate individual invention rather than control the situation. Most teams gain great levels of productivity and incisive input since each team is empowered to play to their strengths for the advantage of the entire group. It encourages more "outside the box," thought rather than relying on traditional methods for completing tasks or addressing problems. Employees can also create a strategy that will enable them to assess their own performance. These leaders are effective enough to make the management understand the need for change within the organization.
The “democratic leadership strategy” does seek opinions, experiences, and points of view. Furthermore, it will spotlight members of the team with and without a deep sense of creativity. If one team member consistently has their ideas implemented, the other team members may grow frustrated with the leadership style. Because people start to feel like their thoughts don't matter, they begin to lose interest in the process. Unless those unpleasant emotions are under control, this leadership style typically diminishes productivity rather than increasing it.
Employee buy-in to the vision is facilitated through strategic leadership, which also fosters togetherness. This lessens the possibility of dispute and fosters departmental cooperation. Departments don't operate in isolation; they collaborate to achieve the company's overarching goals. They will bring effective and innovative changes by analysing the challenges associated with the change.
The strategic management process is intricate, time-consuming, and challenging to put into practise; it necessitates careful planning to prevent mistakes.
Companies must be open to change if they want to get better. Staff members that are led through transformation are enthusiastic about new initiatives. If they are personally invested in the process that leads to everyone realising their potential, they will be better able to sell the idea of the reforms. An individual's confidence to be innovative and critically evaluate issues and solutions grows under transformational leadership and Successful “transformational leaders can alter the culture of a business and create a system-wide alignment of its strategies to meet environmental requirements”.
This occurs when staff members believe that decisions must be made by a big group of individuals, which causes some to withdraw and refuse to participate while others become embroiled in ongoing disagreement. Due to the small number of employees, transformational leadership in small businesses can be effective. However, in huge corporations, it is preferable to have selected individuals represent the other employees rather than trying to involve everyone equally.
6. “Evaluation of leadership approaches and models in change management”
“Kotter’s 8 Change Step Model”
Kotter claims that large change programs have helped some organizations adapt dramatically to new conditions, improved the bloodthirsty standing of others, and prepared a select few for a significantly better future (Gaffney et al., 2018). Kotter claims that large change programs have helped some organizations adapt dramatically to new conditions, improved the bloodthirsty standing of others, and prepared a select few for a significantly better future.
Following are the eight steps in this model:
Kotter’s Model for Change
Source: (Gaffney et al., 2018).
- Make the situation feel more urgent
- Establish a powerful Coalition directing
- Create a vision
- Explain the dream.
- Encourage others to implement the vision
- Make plans and get rapid successes.
- Builds on developments and attempts to effect additional change.
- Include cutting-edge tactics
ADKAR Model for Change-
To minimize “organizational change” reluctance, the "ADKAR Model of Change Management" is a result of a changing way of managing. The “ADKAR change management paradigm” implies that “awareness and desire” are intended to assist you in escaping the existing circumstance, in which change is required but has not yet begun. “Transitional learning and skill development” occurs, and reinforcement places an emphasis on long-term objectives.
Awareness-Employees have to not realize the rationalization for the require change but also learn to accept that justification in order to genuinely appreciate its importance.
Desire-Employees may understand why a change is necessary, but that does not guarantee they will desire it. They must want the change for it to stick, else they won't. Thank goodness, you can encourage that wish.
Knowledge- The knowledge milestone of the ADKAR Model places a great deal of emphasis on training and instruction. To begin the transformation, your group will need to understand how their responsibilities, skill sets, available resources, and working methods will change.
Ability-Having faith in one's abilities impacts whether or not employees can or even will perform anything, regardless of how well they are skilled at a particular task.
Reinforcement-If staff starts depending on old patterns, initial momentum may lead you to the finish line, but you won't cross it. Rephrase the change, whether it relates to new organizational policies, programs, or processes, long after it has been implemented.
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