Understanding and Leading Organizational Change at Barclays Assignment

Understanding and Leading Change Assignment

Part 1

P1

In the given case setting of Barclays confronting difficulties connected with deprived worker execution, a high renunciation rate, and negative monetary records, evaluating contemporary instances of hierarchical change and their effect on business operations is pivotal. Here, we will talk about two models:

Digital Transformation: To improve companies' efficiency and innovation, many groups such as financial institutions have completed this process of digital transformation. Digital technologies might be implemented by Barclays to increase staff productivity, streamline operations, and provide a better customer experience. Routine processes like transaction processing and customer service may be automated, freeing up staff members' time to work on more significant projects (Nabuko, 2019). Digitalization can also make it possible to analyse data in real-time, giving decision-makers insightful information and enhancing operational effectiveness. The adoption of digital technologies may have a huge effect on how businesses operate. Cost reductions, higher customer happiness, and enhanced mobility are possible outcomes. Adopting digital transformation may boost Barclays' staff engagement, decrease operational hassles, plus raise efficiency in operations, all of which might help the company perform better financially (Vakhrusheva, 2021).

Cultural transformation: Cultural shift is another pertinent illustration of organisational transformation. As a result of its low staff morale and high turnover rate, which are signs of an unacceptable organisational atmosphere, Barclays has to address these issues. The business should work to provide a collaborative, innovative, and lifelong learning environment. Efforts for transforming culture may involve setting up explicit objectives for achievement, encouraging staff accountability and autonomy, and putting in place development and training strategies to improve abilities and competences (Wu, 2015). Barclays should support a work environment that encourages inclusiveness and variety, recognises creativity and independent thinking, and fosters a healthy balance between work and personal life. Employee satisfaction has risen, engagement has grown, and the retention of employees has increased as a result of cultural change. Worker commitment and ownership are fostered by a favourable work environment, which improves the performance of individuals as well as groups. This might potentially have a favourable effect on how businesses operate, enhancing client happiness, worker efficiency, and economic performance (MATHENGE, 2016).

New Assignment Help provides professional assignment writing services in the UK, ensuring timely and accurate submissions. Get a free sample to see how we can help you achieve academic success.

P2

Comparing the causes of change and the effects they have on the transformation of organisations is crucial in the setting of the provided Barclays instance. External as well as internal variables that encourage enterprises to look for and carry out initiatives to change are among the main change drivers. begin to briefly explore their impact:

• Internal Drivers:These refer to elements that come from inside the company. Internal reasons in the case of Barclays may involve underwhelming worker performance, an elevated number of departures, and unfavourable balance sheets. These elements engender an atmosphere of desperation and call for change in order to deal with the root causes of the issues. Because they influence the effectiveness, worker efficiency, and financial condition of the organisation, internal motivating factors have an enormous effect on the transformation of an organisation (Halkos, 2022).

• External Drivers: These tend to be elements that come from the outer world and are uncontrollable by the organisation as a whole. Barclays may experience organisational transformation as a result of outside forces such as changing tastes of customers, shifting competitive conditions, and new requirements from regulators. All of these variables make it necessary for corporations to change in order to remain relevant. External variables might not fall immediately beyond Barclays' control, but they have a considerable impact on the nature and trajectory of the corporal transformation (Berry, 2023).

In the instance of Barclays, the impact of evolutionary drivers on the organization's transformation is huge. The internal factors point to basic difficulties inside the company that need to be addressed right now in order to boost productivity, decrease staff turnover, and regain stability in its finances. The outside factors highlight how crucial it is for Barclays to adjust to changing circumstances in the market, consumer preferences, and legal requirements in order to maintain its sustainability over time (Walkme, 2023).

M1

The case study of Barclays illustrates how different organisational transformation patterns have been impacted by transformation drivers. Let's quickly examine them:

High Resignation Rate and Poor Employee Performance:

Organisational Changes: As a result of this driver, productivity-driven organisational modifications have been implemented, including systems for measuring performance, adjustments to job duties and obligations, and improved employee growth initiatives. In addition, it has caused modifications in culture aimed at encouraging a work climate that is driven by performance and responsible (KRASTEVA, 2017).

Balance sheets that be negative:

Organisational change types: The cause of adverse balance sheets has required restructuring of finances & reductions in expenses, which have resulted in monetary and operationally adjustments. This comprises programmes to cut costs, allocate resources strategically, and boost efficiency in operations using optimisation of processes (Barnard, 2020).

Customer Preference Changes:

Kinds Organisational Change: This factor has led to changes that are customer-focused. To adapt to changing client requirements, Barclays might have created interpersonal attempts, launched novel products or offerings, or embraced cutting-edge technology. These adjustments are intended to boost shareholder value, client fulfilment, and performance (Dentinger, 2019).

Evolving Market Dynamics:

Types of Organizational Change: Sustainable organisational modifications have been affected by the marketplace characteristics driver. To respond to changing circumstances in the market as well as grab development possibilities, Barclays might have changed its corporate approach, entered unfamiliar markets, or broadened its line of goods and services (Jalagat, 2016).

Regulatory Requirements:

Types of Organizational Change: Changes in organisations motivated by conformance that have been affected by regulatory variables. To guarantee that it meets rules and regulations as well as minimise regulatory and risks to its image, Barclays may have introduced fresh regulations, processes, and organisational arrangements for governance (Errida, 2023).

P3

Leadership and individual conduct can be strongly impacted by the procedure for change in the case setting of the organisational change at Barclays that is being discussed. Here is a breakdown of their possible effects:

Leadership

• Leadership Style: For effective execution of the change, managers might have to embrace a transformational leadership approach. In this type of leadership, workers are encouraged and inspired by a shared goal, and the involvement of employees in the adaptation process are fostered.
• Making Decisions: In order to promote the change attempts, managers might be forced to arrive at difficult choices about how to allocate of resources, structural overhaul, and direction of strategy.
• Communication: It turns out to be vital for organisations to effectively communicate in order to convey information concerning the shift, the objective it seeks, and the expected consequences. They need to encourage open communication, deal with issues, and pay attention to employee input.
• Role modelling: In order to provide an example for followers to follow, leaders must exhibit the sort of mindsets and principles associated with the transformation (Taylor, 2018).

Individual Behaviour:

• Resistance: Insecurity, unpredictability, with the perception of failure tend to render people resistant to change. In order to overcome opposition, professionals have to interact, show compassion, and seek assistance.
• Adaptability: Individuals will need to adjust to new working practises, procedures, and technology. To help employees enhance their skills and adapt, managers may promote a culture of learning and offer tools and training.
• Engagement: Leaders should aggressively include their team members in the transformation process by promoting their engagement, contribution, and participation. This may encourage a sense of commitment and ownership among people (Adil, 2014).

P4

Several steps may be done to reduce the detrimental effects of transformation on organisational behaviour at Barclays. First and foremost, good communication is essential. In order to guarantee straightforward and uniform messaging surrounding the change, its justification, as well as anticipated consequences, it is helpful to put into effect a complete communication plan that includes frequent revisions, meetings with residents, and open lines of contact. This fosters employee comprehension and encourages them while reducing ambiguity. Second, it's crucial to include employees in the transition process. The feeling of dedication and ownership may be promoted through promoting their participation, getting their point of view, and including them in making choices. Thirdly, it's critical to offer sufficient resources and instruction. It's common for change to necessitate learning new things (Y?lmaz, 2013). Organisations may reduce resistance and enable smoother transitions by providing educational opportunities along with funding to help staff acquire the required capabilities. Furthermore, encouraging and motivating employees by praising their efforts and accomplishments throughout the transformation procedure. Finally, it's critical to support employees' mental health. Adjustment may cause a range of emotions, so making counselling services available, encouraging a harmonious relationship between work and life, and fostering a positive atmosphere at work may all contribute to decreasing anxiousness and stress (Darmawan, 2019).

M2

For Barclays, the long-lasting consequences of organisational behaviour change may have substantial repercussions. Positive accomplishments, such as greater engagement among workers, enhanced efficiency, and better organisational efficiency can emerge from successfully managing change. It may encourage an atmosphere of creativity, adaptation, and constant development. On the other hand, if the transformation is badly handled or encounters opposition, it may have unfavourable effects on staff morale, stress levels, and followers' faith in management. Working together, collaborative behaviour, and general organisational success may be impacted by this. In order to achieve long-term achievement and a culture of healthy organisational behaviour, Barclays must successfully manage change and deal with its long-term ramifications (Ogohi, 2019).

D1

Advice on how to reduce the effect of organisational change on organisational behaviour are listed in detail below:

• Good Communications
• Involvement of Employees
• Education and Training
• Alteration Champions
• Acknowledgement and Rewards
• Emotional Assistance
• Aid to the leadership
• Constant evaluation and modification (Darmawan, 2019)

Part 2

P5

There are a number of pressures in favour of or against modifications to the given professional setting at Barclays, which will influence leadership decision-making. Any organisational transformation initiative's success is greatly influenced by these forces.

Forces for change:

• Poor employee performance and high resignation rate: High staff turnover and poor employee performance are two indicators of serious organisational problems. Since these issues have a direct influence on productivity, client happiness, and overall organisational success, leaders must understand how crucial it is to solve them.
• Negative balance sheet: The need for reform is highlighted by the poor financial performance. To regain stability in finances and sustained viability, leaders must recognise the necessity of enhancing the efficiency of operations, cost control, and increased revenue (Lunenburg, 2020).

Forces against Change:

• Change initiatives are frequently met with opposition from employees who are content with the status quo. This reluctance may be motivated by a fear of the unknown, concerns about job stability, or a misunderstanding of the benefits of change. Leaders must anticipate and handle opposition via effective communication, staff participation, and proactive problem-solving.
• Change initiatives may be hampered by the current organisational culture. If the culture fosters resistance to change, a lack of responsibility, or compartmentalised thinking, it may be a major impediment to effective transformation. Leaders must examine the present culture and work aggressively to create one that supports and encourages change (Abbas, 2020).

M3

Force Field Analysis is a useful method for analysing the driving and resisting factors that drive organisational decision-making processes. In order to comprehend the influence of these pressures affecting , let us apply this approach to the provided occupational circumstance at Barclays.

Driving Forces:

• Poor employee performance and a high resignation rate: This force emphasises the need for organisational transformation. The negative repercussions of these challenges, such as lower productivity and client fulfilment, motivate executives to act and undertake programs which tackle the core causes and enhance effectiveness.
• Negative balance sheet: The economic repercussions of having a poor balance sheet serve as a motivator for reform. It puts hardship on management to develop plans that enhance economic performance, reduce expenses, boost revenue, ultimately reestablish stability in finances to the organisation.

Resisting Forces:

• Employees may oppose change owing to a phobia of the unknown, concern about job security, or a misunderstanding of the advantages of change. To lessen resistance, leaders must address concerns, communicate effectively, and show support. This can slow lower the process of making decisions.
• Organisational culture: If the culture of an organisation is resistive to change, it can be a substantial impediment. If the culture encourages walled thinking, aversion to fresh ideas, or a lack such responsibility, decision-making will be hampered, as will the execution of reform programmes. To support successful decision making, managers must recognise and resolve cultural barriers (Shafaghat, 2021).

The impact of these driving and opposing factors on organisational decision making might vary. To effectively promote change, decision makers must carefully analyse and counterbalance these influences. They must devise tactics to maximise the effect of driving forces while minimising the effects of opposing forces.
Leaders at Barclays may acquire a full picture of the forces at work and make educated decisions through undertaking a force field study. They can devise tactics to bolster driving forces while mitigating the impact of opposing forces. Establishing an inspiring message, conveying the advantages of change, including workers in decision-making, and coordinating motivations to encourage desirable behaviours may all be part of this.

P6

In the provided professional environment at Barclays, where the organisation is facing issues such as low employee performance, a high turnover rate, and an unfavourable balance sheet, it is critical to offer change management methods and frameworks that may successfully drive change efforts. The ADKAR model and Kotter's 8-Step Change Model are two appropriate change management approaches/models for this kind of problem.

The ADKAR model focuses on individual transformation and emphasises the significance of dealing with the psychological and behavioural components of change. It is made up of five components: awareness, desire, knowledge, ability, and reinforcement. Leaders may use this approach to help workers through the change process and ensure effective adoption. Leaders can effectively manage individual change and overcome resistance by raising awareness of the need for change, fostering a desire for change, providing the necessary knowledge and skills, allowing employees to apply their newfound abilities, and reinforcing the change through recognition and rewards (Dentinger, 2019).

John Kotter's 8-Step Change Model: This model, developed by John Kotter, provides a structured way to directing change in organisations. It consists of eight phases, beginning with establishing a feeling of urgency and finishing with embedding the change in the culture of the organisation. This model can be used by leaders to create a clear vision over change, construct a steering committee of influencing participants, successfully convey the vision, empower staff members to act based on the goals, produce immediate results, strengthen develops and develop further transformation, foundations the evolution in the environment of the company, as well as continually observe and modify the efforts to make changes. This approach offers leaders with an in-depth structure for navigating the intricacies of organisational transformation and ensuring long-term success (Halkos, 2022).

M4

The use of successful management addresses and examples is critical for bringing about change along with converting organisational behaviour and culture in the particular vocational scenario at Barclays, where the company is facing challenges such as poor staff performance, a high leaving rate, and an unfavourable balance sheet.

The transformative leadership technique is one that can be effective in this circumstance. Transformational leaders inspire and encourage people by establishing a compelling vision, supporting innovation, and encouraging personal development. Leaders may establish a feeling of purpose and direction by creating a shared vision of change, pushing staff to adopt new behaviours and strive towards common goals. By developing a sense of dedication and engagement among employees, this method can assist solve the concerns of low employee performance and a high resignation rate. One administration approach that can be useful in this present circumstance is the transformational leadership approach. Transformation pioneers move and propel representatives by setting a convincing vision, cultivating development, and empowering individual development. By advancing a common vision of progress, pioneers can make a feeling of direction and course, propelling representatives to embrace new ways of behaving and pursue shared objectives. This approach can assist with resolving the issues of unfortunate worker execution and high renunciation rate by imparting a feeling of responsibility and commitment among representatives.

Lewin's Change Management Model is a well-known and frequently implemented methodology for managing organisational change. It has three stages: unfreezing, changing, and refreezing. Leaders build understanding of the requirement for change then overcoming resistance to it throughout the unfreezing stage. This entails conveying the reasons for making changes as well as the implications of remaining the same. Leaders execute desired changes, give resources and encouragement, and involve people in the process during the transition stage. This stage is concerned with implementing the necessary changes to meet the identified difficulties. Leaders stabilise changes during the refreezing stage by reinforcing new behaviours, aligning organisational structures and procedures with the change, and assuring sustainability. Lewin's model gives a planned and methodical approach to change management, allowing leaders to efficiently traverse the intricacies of organisational transition.

Leaders at Barclays may inspire and engage colleagues to overcome difficulties and create change by using the transformational leadership method. Furthermore, by implementing and embedding the required changes across the organisation, leaders may use Lewin's Change Management Model. This combination of techniques presents an exhaustive structure for leadership in dealing with low employee performance, frequent turnover, and an unfavourable balance sheet, resulting in good outcomes and improved organisational behaviour and culture (Berry, 2023).

D2

When addressing the forces that drive and resisting pressures of organisational change at Barclays, several leadership strategies and frameworks have strengths and weaknesses. While transformational leadership has the ability to inspire and encourage people, the approach of transformational leadership could come up short of resolving fundamental issues. Kotter's paradigm offers an organised approach to change, although it may take considerable work to overcome resistance. Additionally, Servant leadership, on the other hand, may promote a favourable work atmosphere and reduce resistance, although it may need a longer-term commitment. Barclays leaders should critically examine these techniques and models in order to establish the most relevant and effective tactics for delivering successful organisational transformation.

Struggling with Management Assignment? Let New Assignment Help guide you to success! We offer top-tier management assignment help to ensure you excel in your studies. Don’t let tight deadlines and complex theories hold you back. Get the expert support you need to achieve academic excellence. Contact New Assignment Help today!"

References

Abbas, W., 2020. THE ROLE OF LEADERSHIP IN ORGANIZATIONAL CHANGE, s.l.: Industrial Engineering and Management.

Adil, S., 2014. Impact of Leader's Change-Promoting Behavior on Readiness for Change: A Mediating Role of Organizational Culture. Journal of Management Sciences, 1(2).

Barnard, M., 2020. Centre for Understanding Behaviour Change, s.l.: National Centre for Social Research.

Berry, K. S. W.-., 2023. The relative effect of change drivers in large-scale organizational change: An empirical study, s.l.: Emerald Insight .

Darmawan, A. H., 2019. Resistance to Change: Causes and Strategies as an Organizational Challenge, s.l.: 5th ASEAN Conference on Psychology, Counselling, and Humanities.

Dentinger, S., 2019. Drivers and Implementation of Change: An attempt to depict successful factors, s.l.: Baltic Business School.

Errida, A., 2023. The determinants of organizational change management success: Literature review and case study. Sage Journals.

Halkos, G., 2022. Importance and influence of organizational changes on companies and their employees, s.l.: University of Thessaly.

Jalagat, R., 2016. The Impact of Change and Change Management in Achieving Corporate Goals and Objectives: Organizational Perspective. International Journal of Science and Research (IJSR) , 5(11), pp. 1233-1239.

KRASTEVA, N., 2017. Comparative Analysis between Organizational Change and Institutional Change within the Society in the Advent of the 4th Industrial Revolution, s.l.: 7th International Conference of ASECU Youth.

Lunenburg, F. C., 2020. Forces for and Resistance to Organizational Change, s.l.: Sam Houston State University.

MATHENGE, L. I., 2016. INFLUENCE OF CROSS-CULTURAL DYNAMICS ON PERFORMANCE OF BARCLAYS BANK IN KENYA, s.l.: UNIVERSITY OF NAIROBI.

Nabuko, W. W., 2019. DIGITALIZATION OF THE FINANCIAL SECTOR AND CHANGE MANAGEMENT OF BARCLAYS BANK, s.l.: Barclays bank.

Ogohi, D., 2019. Effect of Organizational Change on Employee Job Performance. Asian Journal of Business and Management.

Shafaghat, T., 2021. Force field analysis of driving and restraining factors affecting the evidence-based decision-making in health systems; comparing two approaches. Journal of Education and Health Promotion.

Taylor, S., 2018. Organisational Behaviour, Leadership and Change, s.l.: University of Cumbria.

Vakhrusheva, M. Y., 2021. Barclays' application of information system in manufacturing process. Barclays' application of information system in manufacturing process.

Walkme, 2023. To Know the Nature of Organizational Change, Learn What Drives It. [Online]
Available at: https://change.walkme.com/nature-of-organizational-change/
[Accessed 20 June 2023].

Wu, F., 2015. Barclays Culture, s.l.: SCR.

Y?lmaz, D., 2013. Resistance to change and ways of reducing resistance in educational organizations, s.l.: Eskisehir Osmangazi University.