AIM of Understanding and Leading Change
The main aim of Unit 17 Understanding and Leading Change is to make a plan for implementing proper change in the organization. Appropriate interventions are needed to maximize the benefits and minimize the risk of an organizational change. It is necessary to have enormous knowledge about leadership and the ways in which an organizational change can bring effective contribution and make responses to the drivers of change. By this way, an initiative for change can be taken and strategies can be developed to bring a change in the resistors.
Learning outcomes
LO1 Compare ways in which change impacts on an organization’s strategy and operations
LO2 Evaluate the influences that drivers of change have on organizational behavior
LO3 Determine how barriers to change influence leadership decision-making
LO4 Apply a range of leadership approaches to a change initiative
LO1 Compare ways in which change impacts on an organization’s strategy and operations
Change is a need to make transformation in the procedures and policies of the organization. The autonomy that individuals hold and the beliefs they have can have a negative or positive effect on the organization. The different forms of change are structural, strategic, people and processes. In order to deal with change it is necessary to make an analysis of SWOT and PESTLE that are the internal and external drivers of change. It is necessary to implement planned change and models such as Bohner’s and Arnold’s analysis on the impact of change.
LO2 Evaluate the influences that drivers of change have on organization behavior
A change in an organization might have an effect on the psychological health of the individuals. It also creates an impact on teams and team development. The use of drivers such as SWOT and PESTLE would help in recognizing the internal and external factors that might lead to change. The key driver for change can be made through application of systems theory and improvement to continuous planning for change. Burke-Litwin model can be used to make the process of change effective and proficient.
LO3 Determine how barriers to change influence leadership decision- making
Decisions should be taken with regard to doing things in a right manner as change creates an effect on the people. It is necessary to make adaptive and constructive change. The force field analysis can be used to analyze the resistance and acceptance for change. The ability to be active and responsive will depend on the nature and situation of change. Leaders have an important role to play in making efforts for removing change.
LO4 Apply a range of leadership approaches to a change initiative
When a change is introduced it helps the leaders to have more control and power but when change is induced the power of the leaders diminishes. A change in strategic communication and principles of leadership would enable change leadership. Kotter’s eight step model and Lewin’s change management model helps in understanding the different steps in the processes of leadership. A range of leadership theories would help in identifying the different ways in which change can be identified in the organization.
Learning outcomes and assessment criteria
| Pass | Merit | Distinction |
| LO1 Compare ways in which change impacts on an organisation’s strategy and operations | ||
| P1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations. | M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected. | LO1 & 2 D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis. |
| LO2 Evaluate the influences that drivers of change have on organisational behaviour | ||
| P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation. | M2 Apply appropriate theories and models to critically evaluate organisational response to change. | |
| P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour. | ||
| LO3 Determine how barriers to change influence | ||
| leadership decision-making | ||
| P4 Explain different | M3 Use force field | D2 Critically evaluate the |
| barriers for change and | analysis to analyse the | use of force field analysis |
| determine how they | driving and resisting | in the context of meeting |
| influence leadership | forces and show how they | organisational objectives. |
| decision-making in a | influence decision-making. | |
| given organisational | ||
| context. | ||
| LO4 Apply a range of leadership approaches to a | ||
| change initiative. | ||
| P5 Apply different | M4 Evaluate the extent to | D3 Critically evaluate the |
| leadership approaches to | which leadership | effectiveness of leadership |
| dealing with change in a | approaches can deliver | approaches and models of |
| range of organisational | organisational change | change management. |
| contexts. | effectively applying | |
| appropriate models and | ||
| frameworks. |
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Links
This unit links to the following related units:
Unit 4: Management and Operations
Unit 12: Organisational Behaviour
Unit 20: Employee Relations
Unit 21: Strategic Human Resource Management
Unit 35: Developing Individuals, Teams and Organisations
Unit 36: Human Resources – Value and Contribution to Organisational Success