By: Ibrahim

Submitted to: Sir Tanzeel

 ASSESSMENT SUBMISSION & DECLARATION
QUALIFICATION UNIT NUMBER AND TITLE
PEARSON BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF) UNDERSTANDING AND LEADING CHANGE

STUDENT NAME REGISTRATION NUMBER ASSESSOR NAME

IBRAHIM SHAFIQ TANZEEL UR REHMAN SIDDIQUI

DATE ISSUED SUBMISSION DATE SUBMITTED ON

15 SEPTEMBER 12 DECEMBER, 2022 10 DECEMBER 2022

ASSIGNMENT NUMBER AND TITLE UNDERSTANDING AND LEADING CHANGE

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MERIT 3 TASK 2 21
MERIT 4 TASK 2 27
DISTINCTION 1 TASK 1 16
DISTINCTION 2 TASK 3 29

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LEARNER DECLARATION
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STUDENT SIGNATURE: IBRAHIM DATE: 8-12-22

Contents
P1: Drivers of change.............................................................................................................................3
Examples of organizational change.......................................................................................................4
Netflix............................................................................................................................................4
Coca-Cola.......................................................................................................................................5
P2: Compare drivers for change and their influence on organisational change....................................5
Pestle.....................................................................................................................................................5
Political factors..................................................................................................................................5
Economic factors...............................................................................................................................6
Social factors.....................................................................................................................................6
Technological factors.........................................................................................................................6
Legal factors......................................................................................................................................6
Environmental factors.......................................................................................................................6
M1: Analyze impacts of drivers of change on organizational change....................................................7
Lo2.........................................................................................................................................................8
P3: Analyze how leadership and individual behavior in organizations can be affected by change........8
Introduction.......................................................................................................................................8
Individual attitude.............................................................................................................................8
Leadership.........................................................................................................................................9
Organizational attitude......................................................................................................................9
P4: Evaluate measures that can be taken to minimize negative Impact of change on Organizational
behavior..............................................................................................................................................10
Improving employee skills and capabilities:.................................................................................10
Better working tools and surroundings:......................................................................................10
Clearly defining Change...............................................................................................................10
Measure the Change Process......................................................................................................10
M2: Critically evaluate long term implications of change on organizational behavior........................11
Continuous Improvement Models...................................................................................................11
Be helpful.....................................................................................................................................12
"Operate with a strong focus on results."....................................................................................12
Seek different perspectives.........................................................................................................12
4. "Effectively solve issues"..........................................................................................................12
D1: Make Justified recommendations to minimize impact of Organizational change on organizational
behavior..............................................................................................................................................13
Ensure effective communication.....................................................................................................13
Train new recruits of your organization...........................................................................................13
Promote people from within...........................................................................................................13
Give your team enough time to process..........................................................................................13
Approaches to Cope with Change.......................................................................................................14
Be ready for change.....................................................................................................................14
Keep an eye out for false assumptions........................................................................................14
Recognize any increasing pressures, expectations, or workloads................................................14
Take up the task..........................................................................................................................14
P5: Investigate the forces for and against change and how they affect Leadership decision making in
organizations.......................................................................................................................................16
Unilever...........................................................................................................................................16
For Change......................................................................................................................................16
New entrants...............................................................................................................................16
Competition between the Present Competitors..........................................................................16
Against change................................................................................................................................16
Inadequate communication and negotiation system..................................................................16
non-Participatory decision-making..............................................................................................17
Questionnaire..................................................................................................................................17
M3: Apply force field analysis to analyze both driving and resisting forces to show how they
influence decision making...................................................................................................................18
Force field analysis and evaluation in unilever................................................................................18
Business Environment.................................................................................................................19
Business sustainability.................................................................................................................19
Driving Forces of change in unilever................................................................................................19
Usatisfactory company pperformance.........................................................................................19
Resisting Forces of change in unilever.............................................................................................20
P6: Recommend change leadership approaches and models to change initiatives for given situation
.............................................................................................................................................................21
Change leadership approaches........................................................................................................21
Situational Leadership.................................................................................................................21
Transformational leadership........................................................................................................21
Main change Models.......................................................................................................................21
Pros..............................................................................................................................................22
Cons.............................................................................................................................................22
Kotter 8 Step Change model............................................................................................................22
Pros..................................................................................................................................................23
Cons.................................................................................................................................................23
M4: Analyze use of leadership approaches and models for given situations......................................24
Analysis of use of leadership approaches........................................................................................24
 Analysis on Change Models.............................................................................................................24
Kotter’s 8 Step change model..........................................................................................................25
D2: Critically analyze different leadership approaches and models in relation to drivers and resisting
forces...................................................................................................................................................26
Leadership approaches as Driving forces for change.......................................................................26
Creating a Clear Vision and Effectively Communicating It...........................................................26
2. Encourage and assist Employees.............................................................................................26
Leadership models as Resisting forces for change...........................................................................27
Reference............................................................................................................................................28

What is Organizational Change

The adjustment of structural connections and employee duties within a company is referred to as
organizational change. It is mainly systematic in nature. A business can be transformed in a number
of ways. Its personnel, structure, technology, and other elements are all subject to change. In
reference to Organizational change individual behavior of workers should be changed

P1: Drivers of change

The "Drivers of Change" emphasizes on underlying situationally variables that affect reform
strengths and change opportunities It seeks to illustrate the relationship between the actor's actions
and the economic, social, and political elements that support or hinder political revolution. (Drivers
for change)

The Drivers of change method concentrates on power dynamics as well as organizational and
systemic variables that impact political will for pro-poor initiatives at the national level. Change
agents are not only individual reform activists (as many donor agencies believe), but rather the
connection of structural elements, organizations, and agents.

It consists of): What features do the stakeholders have? Who makes the decisions? What is their
credibility? What factors influence participation? What power resources are at work? Who is unable
to take part in the reform process? Who is left out and should be given the opportunity to
participate? How is public discourse promoted and shaped? As a result, this technique is better
adapted to capture the significance of informal entities and connections than many others (Drivers
for change).

Examples of organizational change

Netflix
Since 1997 when Netflix was introduced. the very start it was an Unmanageable organization and
soon he adapted digitalization. Netflix positively Applied change management. To fulfill the
demands of their customers to watch Content online. Netflix effectively managed their digital future.
Through this Change Sustainability of their organization raise so effectively that by 2018 their
subscribers were more than 137 million (Profit&).

Coca-Cola
Since 1980s Pepsi came up as an aggressive competitor of coca cola It was greatly difficult for Coke
to maintain its market presence at that time as Pepsi was dominating. So, coke release its sweeter
version in order to cope but this does not work. Without wasting time in replacing product they
respond quickly with such situation that during World War 2 they give free drinks to the soldiers. So,
this effort promoted coke as a sign of US War Effort and improved its Brand Image that Allied forces
were taking. So during this coca cola shows its presence through 64 extra manufacturing sites across
the world (Profit&).
P2: Compare drivers for change and their influence on organisational
change.

As Driving Forces of change in an organization Comes from both inside and outside of that
organization. It is Essential part of any organization that how they deal with those drivers of change.
Because these drivers sometimes have positive or negative effect on organization.

Pestle

Political factors
Policy of taxation, laws of environment, restrictions of trade and taxes of reform, and political
steadiness are all contemplations of political factors. That how much an organization can be affected
by government is shown by these factors. For example, New tax laws imposed by government which
impacts the effectiveness of whole organization. Customs rules and export payments are two
examples of tariff trade restrictions that might restrict how we do business. However, starting least
import costs and Limitations and restrictions of export are all non-tariff barriers.(Pathak, what is
pestle analysis? factors, advantages and disadvantages of Pestle analysis).

Economic factors
Economic factors such as income development, mortgage, exchange, rising prices, and pay rates,
minimum wage, working time, poverty rates (local and national), availability of credit, and living
expenses are all included. These factors are attributes of a successful economy that have a direct
impact on a company as well as long-term outcomes. A rise in any economy's stock price, , would
affect that how organizations promote their goods and services. Moreover, it would have an effect
on a consumer's purchasing power and may result in a change in the economy's demand/supply
patterns.

Social factors
Beliefs and cultural values, awareness of, birthrates, educational levels, age structures, health, and
protection are all examples of social factors. These factors can support businesses organize their
customer insights. For example, owing to weddings and Christmas seasons during previous months
a raise in demand of cars was observed by Indian market. To target particular clients these criteria
was essential for marketers. They also illustrate the willingness of local labor to work under
particular conditions (Pathak, what is pestle analysis? factors, advantages and disadvantages of
Pestle analysis).

Technological factors
Advancements and new inventions are technological factors. These factors have an impact on
company’s activity. Innovation in technology, such as artificial intelligence Technology, Internet,
Computer Vision, and development of statistical learning, and if a firm does not able to keep up with
the trend, it may lose its brand reputation.

Legal factors
Affecting employment by changes in laws, the availability of materials, restrictions, infrastructure,
imports/exports, and tax policies are examples of legal factors. These factors have both external and
internal components. Several laws have an impact on a country's corporate landscape.
Environmental factors
These elements are primarily related with the impact of the nearby atmosphere and the impact of
ecological considerations. Waste removal rules, environmental safety legislation, and energy
utilization regulations are examples of these (Pathak, what is pestle analysis? factors, advantages
and disadvantages of Pestle analysis).
M1: Analyze impacts of drivers of change on organizational change

Change can be large or small. A small or major component of the company may be impacted by a
change, such as moving the general manager's office., such as terminating a product line. This
difference between tiny and large is subjective, since what appears little may be regarded large
based on the size of the organization (2021).

Change can be seen positively or adversely based on an individual's situation. Employees see the
change process favorably when specific benefits are anticipated. These benefits might include the
prospect of advancement, the opportunity for invention and creativity, and possibilities for learning
and skills acquisition. Team members, on the other hand, will regard change adversely if they expect
to bear certain expenses. For example, if they anticipate dispute and disunity as a result of the
change and there is a significant likelihood of shrinking. If change thinkers, leaders, and executives
anticipate planning problems and probable poor results, they will have an unfavorable opinion of the
change project. Furthermore, if they anticipate an inability of employee engagement and some
amount of opposition to change, they will recognize change negatively (2021).

In short, change may be classified as systemic and organizational change, progressive, temporary,
and revolutionary change, and scheduled or unexpected change. Political, economic, social, and
technical influences are examples of external change drivers. While these causes and the subsequent
change might provide problems to personnel, impression of the change movement is impacted by an
individual's authority, autonomy in making judgments and choices, and effect that can be expressed
by ever member of organization (2021).
Lo2
P3: Analyze how leadership and individual behavior in organizations
can be affected by change

Introduction
Whenever any change is implemented in an organization it effects the whole framework of
organization in which every department of organization is affected and if departments are affected
than obviously people working in those departments also affected. Not only employees but
managers and other senior executives of that particular organization also psychologically affected by
the change. This impact of change could be positive or negative depending on the circumstances
which particular organization is facing.

Individual attitude
Employees' attitudes on organizational change vary based on their age. Furthermore, cultural and
behavioral variations produce a wide range of employee reactions to organizational change (McElroy
& Morrow, 2010). Three studies looked at the impact of workers' individual experiences on their
response to organizational change. Because of the different economics and application procedures,
the perspective of individuals' response to organizational change in the public sector varies greatly
from that of the private sector (Khaw et al., 2022).

Emotional, mental, and behavioral treatment of strategic variations like as acquisition and
competitive alliances explain corporate response to organizational change. Strategic acquisitions
have the possibility to affect stakeholders' judgements, which may result in unfavorable attitudes to
such acquisitions.
Leadership
Organizational change affects innovative leaders' emotions in a way that increases their willingness
for change and inspires them to boost engagement and productivity to encourage change (Faupel, &
Süß, 2019). Innovative leaders and their response were also discovered to be substantially
connected to change. Innovative leaders are devoted to bringing about change and behave in such a
manner that opposition to change is reduced (Peng, et al., 2020)

Organizational attitude
Leadership and organizational change have reached a deal in which organizational attitude is used in
a way that indicates favorable reactions to organizational change (Fugate, 2012). Adoption or refusal
of change was shown to be dependent on the current organizational mindset and the means utilized
to execute change (Bin Mat Zin, 2009). As a result, organizational wellbeing is linked to the capability
to cope with change. Furthermore, leaders give awareness into how change impacts the
organization's operations, which may assist in resolving opposition to change (Khaw et al., 2022).
P4: Evaluate measures that can be taken to minimize negative Impact
of change on Organizational behavior.

Improving employee skills and capabilities:

Training activities may be required to provide staff with the necessary expertise and understanding
to handle corporate restructuring. These training programmes assist employees develop their
competencies, increasing their value to the organization (Change leadership vs change management
(plus definitions)).

Better working tools and surroundings:

In order to effect good change inside an organization, it may be necessary to update or modernize
the machinery and atmosphere. High-quality equipment in a suitable workplace may help workers
perform quicker and more accurately, increasing output.

Clearly defining Change

Clear evaluating the necessity of Change to the employees and broadly conveying the upcoming
benefits of this change. Change Executive should communicate with their employees in such away
that they must want to clear this thing in front of their employees that the change if implemented in
such away with your assistance than it will automatically help in achieving performance goals and
the Organization will immediate raise its productivity.

Measure the Change Process

A framework should be established to monitor the changes' effects on the business and make sure
that chances for ongoing conditioning to develop skills are available. By ensuring theses answers to
these questions an organization can hopefully able to minimize negative impact of change that
questions are:

Did Change is supporting in achieving Organizational goals?

Is the Change management process going successful as you planned?

Which step is going differently in change process?

M2: Critically evaluate long term implications of change on
organizational behavior

Continuous Improvement Models

Be helpful.
"In our view, this is one of the most important leadership behaviours for fostering an environment of
frequent growth - and, eventually, a better, brighter organisation." Managers who assist their staff in
times of success as well as failure develop self - belief and honour in the working environment,
which encourages innovation, productivity, and cooperation. Employees that work under such
frequent improvement leadership feel at ease recognising possibilities for growth, results in a
stronger organisation (Millard, The 4 most important behaviors for continuous improvement
leadership).

"Operate with a strong focus on results."

Communication, involvement, and targeting objectives are all essential practises for constant
progress leadership, but they are meaningless without a strong emphasis on outcomes. According to
the McKinsey research, leaders with a good outcome’s orientation boost economic output and
quality, which leads to better work, greater growth, and, eventually, good outcomes.

Seek different perspectives

Successful leaders understand that their ideas aren't always correct, and that their employees are
frequently more suited to make an appropriate judgement. Considering other views provides leaders
with a larger pool of information from which to draw, allowing them to make good judgments
overall.

4. "Effectively solve issues"

Conflict resolution is defined by McKinsey as "the procedure that follows decision-making... when
information is acquired, evaluated, and examined." This assessment is completely accurate! Even the
most capable leaders cannot completely keep track of everything that occurs within the company.
Good leaders obtain data from front line personnel to make sure that they have all of the details
they want for correct analysis and assessment, including (and supporting) them in the appropriate
balance (Millard, The 4 most important behaviors for continuous improvement leadership).
D1: Make Justified recommendations to minimize impact of
Organizational change on organizational behavior

Ensure effective communication

Clarity and supportiveness about an approaching change can help to establish cooperation between
your organization and its employees. This way, during the transition time, everyone concerned will
remain involved and dedicated to accepting the change, minimizing any influence on
organizational behavior (Angland-Lindvall, 2021).

Train new recruits of your organization

By applying a reliable system for new members of organization you can reduce the effect of change
in organization. For example: By asking different questions about structure and culture of
organization during interview session you can trained your new workers. Developing a highly skilled
and qualified team of senior employees from different departments who should guide new workers.

Promote people from within

Whenever a person working at higher position in your organization exit than rather you acquire a
new leader from outside you must promote someone within your organization who is qualified
enough to manage that post. This is also a way to reduce the impact of change on organizational
behavior. This will help your organization to build a strong foundation and protection in your
organization.

Give your team enough time to process

Before executing a change in organization, you should arrange meetings with executives and
managers for discussion of change with them because they better know nature of their employees
so they will better decide that either change will affect positively or negatively on employees.
Otherwise by failure in giving your team enough time to process this will have negative effect on
employees (Angland-Lindvall, 2021).

Approaches to Cope with Change

Be ready for change.

Organizational changes, according to Orman, can occur at any stage in current marketplace. Prepare
for it by visualizing how you would react if you were put off, or if others were put off but you
continued. Then, if anything occurs, you'll be prepared (Holly VanScoy, 2016).

Keep an eye out for false assumptions.

Workers and managers are unlikely to have their hopes fulfilled if they are not openly stated and
handled in a standardized manner during periods of organizational transformation.

Recognize any increasing pressures, expectations, or workloads.

If a company does not overcome the additional stress come upon by those who retain in the
industry, employees should confess these stresses to themselves, their family members, and
teammates.

Take up the task.

Reshaping of your circumstance as a stimulating adventure rather than an overwhelming issue.
Change is inevitable, but being worried by it is not. All depeds on how it is observed and responded
to Individuals who should have power over vision and reaction (Holly VanScoy, 2016).
All International organizations which have developed their brand highly across the world were
initially not so strong in the case of their products and services but as they start growing new
competitors also rise up with some uniqueness so in order to compete with those rivals’
organizations need to work hard in their manufacturing products and services to retain customers.
Like this a nonstop process of innovation in products and services starts and after short time period
organizations need to innovate and enhance their framework in order to remain competitive. The
organizations which do not focus on innovation and advancement in their products and services as
compare to their competitors they lose their competitive market soon and customers would
definitely switch. Like Nokia is the best examples among those companies which lose competitive
market once Nokia was known as the biggest brand of mobile phones but as he did not focus on
innovation and advancement so now the Nokia having the least customers as compare to all other
brands. So that’s what we will discuss about a world-renowned organization and how he survived
among biggest competitors like Nestle.
P5: Investigate the forces for and against change and how they affect
Leadership decision making in organizations.

Schein (1983) developed a concept of organizational culture that believes that people's learning
experiences create organizational culture. Such learning happens as individuals attempt to deal with
both internal and external issues, which results in the creation of a system of values and beliefs that
affect members' emotions and ideas in certain circumstances or when presented with particular
issues.

Unilever

For Change

New entrants
New competitors in the personal products provide creativity new ways of operation, and they put
stress on Unilever PLC by minimizing prices, subtracting expenses, and giving customers new value
propositions. For Unilever PLC to sustain its competitive edge, it is necessary to cope with all of these
difficulties and remove strong barriers (Department, Unilever PLC porter five forces analysis, Porter 5
forces analysis).

Competition between the Present Competitors

Deductions in price and a decline in the industry's net profit will result in aggressive competition
among the present organizations. In the highly competitive Personal Products sector, Unilever PLC
operates. The total long-term financial performance of the company is affected by this rivalry
(Department, Unilever PLC porter five forces analysis, Porter 5 forces analysis).

Against change

Inadequate communication and negotiation system

There are a few issues that should be addressed in order to determine the reason why a change
attempt failed to produce the desired results. These involve the following inquiries: Was the
necessary information regarding the change provided to the employees? Was there a chance for
workers to openly voice their views on the recommended change? Change planners and
implementers must prepare to connect people on both an emotional and cognitive level in order to
address the barriers to change that result from inadequate communication and negotiating
mechanisms. When individuals feel appreciated and see the change as their own, they will assist the
change effort. If such a resistance to change is perceived to be strong enough to cause failure, it will
be removed. by agreeing to consult and bargain with every organization member before
implementing change (2021).
non-Participatory decision-making.
Individuals choose to either do nothing throughout the process of change or organize themselves to
sabotage the change if they perceive themselves as "outsiders" to the change initiative. In other
words, throughout the change execution process, workers can either actively accept the change or
actively oppose it. As a result, leaders must think about who particular members belong to and
devise strategies to secure their approval of the change. One method to achieve this is to as soon as
possible ask members to take part in decision-making. Leaders should thus assess if opposition to
change will be powerful enough to result in failure. If it possesses such power, it should be decided
to encourage involvement (2021).

Questionnaire

• At what times do you frequently use our products?

• Which attributes are most essential to you?

• How would you compare our offers with those of our competitors?

• What crucial elements are we lacking?

• What issue are you hoping to resolve by using our product?

• What extra characteristics could facilitate from our product?

• What do you think about the cost-benefit ratio?

• How probably are you to advise others about this product?

• How can we can improve our products that it satisfies your needs?
M3: Apply force field analysis to analyze both driving and resisting
forces to show how they influence decision making.

Force field analysis and evaluation in unilever

Lewin's force field model, a crucial theory of change management, will be used to investigate how
Unilever's business processes react to the environment. This model depicts how change develops as
a consequence of management unhappiness with the company's present business techniques and
how change may be organised by generating and employing a better organization's objectives and
strategy. Change may be addressed and implemented by developing plans. It's also possible to
manage resistance to change. A force field analysis of the Unilever workplace will provide a basic
overview of the change difficulties the company is now dealing with and how they might be resolved
to support the achievement of goals of the organization. (Unilever case study – Unilever’s 2020
stretch goal - academic master).
Business Environment
Unilever's business environment is comprised of four major sorts of forces that may be used to
identify and make changes in the environment that the firm operates in. These dynamics include
forces of change, forces driving change and forces restricting change. Because Unilever has
promoted a positive image for the growth of productive company on a worldwide scale, its business
methods are complicated and modernized. The company's management also thinks that achieving
fair and efficient economic progress may result in the development of long-lasting, beneficial
connections with the company's stakeholders.

Business sustainability
Goals and objectives for business sustainability are being formed as a consequence of both internal
and external forces that are present in the company's global marketplace. The corporate plan to
attain long-term success and to establish power balance in the operational, tactical, and managerial
centers of the firm are among its driving factors. Internal factors serve as a backdrop for altering
corporate procedures and objectives in response to fluctuating customer demands. These factors
occur in the form of objectives that seek to raise a company’s revenue while also raising its
worldwide sales, as well as the introduction of innovation to boost the company's competitiveness
and operational effectiveness. There are a lot of external factors that might affect how the
organization conducts business and influence change. These are in the form of globalization,
technical advancements, transformations in political, ethical, and social norms, rising importance of
social corporate responsibility, modifications to the tax code, escalating competition, and
adjustments to consumer needs (Unilever case study – Unilever’s 2020 stretch goal - academic
master).

Analysis of the several forces identified via the use of Lewin's force Field Model, that strategic
decision-making procedures must be added to the organization's business structure in order to
accomplish change and facilitate the implementation and modernization of current business
infrastructure with new corporate aims and objectives.

Driving Forces of change in unilever

Usatisfactory company pperformance

 In the years between 2004-2008 turnover grew was far less than Unilever’s net profit

 The differences in sales growth could be observed depending on categories and regions

 The low ranking in Total Shareholder Return and Fortune Magazine

 Unrealistic strategy

 A lack of rational strategy and synergies between personal care and food products provoked
suggestions to split up the company were considered

 In view of the criticism, the board of directors decided in 2008 to choose the new CEO – Paul
Polman – a highly experienced manager in the segment of fast-moving consumer goods (the
former Nestle and Procter&Gamble’s CFO).
Resisting Forces of change in unilever

 Great brands,

 Leading global positions,

 Strong innovative capabilities

 Great values on which Unilever had been built

 A depth of organizational quality

 Polman’s long history in the business of fast moving consumer goods

P6: Recommend change leadership approaches and models to change
initiatives for given situation

Change leadership approaches

Situational Leadership
This is the leadership approach in which Focusing on the individuals connected and the work, you
judge the existing situation using Situational Leadership Theory and alter your leadership style. In
order to assist managers, become more productive at the work given to them, management
professionals Paul Hersey and Ken Blanchard created this approach. You instruct others using the
talking style. using the selling technique, you give advice and put the emphasis on getting workers to
complete the task. You concentrate on establishing relationships when you use the participatory
style. By using the delegation technique, you give employees control over the duties while keeping
an eye on their performance through time (Duggan, 2016).

Transformational leadership
A style of leadership that influences both social systems and individual conduct. In its best
condition, it brings about major and productive change in the sympathizers with the ultimate
purpose of changing followers into leaders. When applied in its highest form, transformational
leadership boosts followers' passion, morale, and production via a variety of methods
(Transformational leadership - langston).

Main change Models

The McKinsey 7s Model is exemplified in the above figure. this model explores the basic foundation
of any successful company. The organizational framework, employee key competencies, value
system, and organizational culture are all taken into account (McKinsey 7s model - definition,
elements, application).

Pros
 Since parts are interconnected, you will address and resolve every issue at once.
 It is a reliable method for analyzing and analyzing organizational problems, providing crucial
understanding of the same.
 The approach establishes a link between organizational practices and academic research and
offers insight into the outcomes of potential organizational changes.

Cons
 Due to their correlative nature, altering one component of the model always has an impact
on the other.
 The approach does not account for external circumstances and omits important elements
like advancement, knowledge, and customer-focused service (McKinsey 7s model -
definition, elements, application).

Kotter 8 Step Change model

In his book "Leading Change," John Kotter, a professor at Harvard Business School and well-known
expert on transformation, established the 8 Step Model of Change in 1996. He developed it based on
research of 100 organizations that were going through a change process. (Kotter’s 8 Step model of
change).
Pros

 It is a basic, step-by-step strategy that gives a specific understanding and direction on the full
change process and is very simple to perform.
 The involvement and happiness of the employees are given more attention in order to
ensure the perfection of the entire process.
 The importance of being prepared and fostering acceptance for change (Kotter's 8 Step
model of change) is strongly emphasized rather than concentrating on the specific change
method.

Cons

 By skipping even one step could have huge effects as it is a step by step process.
 The process requires a lot of time (Rose 2002).
 would perhaps promote employee dissatisfaction and unhappiness if the demands of each
person are not given a careful attention.
M4: Analyze use of leadership approaches and models for given
situations

Analysis of use of leadership approaches

Taylor's ideas were created when he was monitoring auto manufacturing facilities, and there are
many similarities between them and the manufacturing production processes in the Unilever
factories. Every one of Unilever's production facilities is owned and run to create goods and foods
that people will either consume or utilize for personal care, therefore every step of the production
process must be thoroughly inspected for quality and reliability. As a result, Unilever created and put
into place a strong set of controls that allow them to regulate the production cycle throughout their
domain and supervise every aspect of it (2022).

Unilever employs a collaborative and highly centralized management approach rather than "telling"
people what to do. Unilever is known for having open lines of conversation, but there are some
instances where the leadership approach could be viewed as "selling" in contrast to the Hersey and
Blanchard model. This is more due to the varying stages of competence in different areas of the
company, especially those that have recently been obtained. Setting the background of situational
leadership is intriguing since it appears that Unilever has a group of leaders who are experienced
and self-assured and who are ready to distribute duties and responsibilities in order to achieve the
best out of their staff members (2022).

Analysis on Change Models

The McKinsey 7 S model is a highly useful tool for analyzing and discovering components that might
not be properly promoting success.

Kotter’s 8 Step change model

Kotter's eight-step change management method is now generally acknowledged. Leading Change is
now one of the best resources for helping managers and leaders go through the stage of major
change. For Unilever looking for a simple model of change to understand the one that gives them a
key element required to achieve positive outcomes, Kotter's 8-step change model with an emphasis
on encouragement and seriousness is a great option. It is easy to follow and moreover Kotter’s 8-
step model can aid in avoiding one of the several mistakes that have been shown to cause a change
program's collapse (2022).
D2: Critically analyze different leadership approaches and models in
relation to drivers and resisting forces

Leadership approaches as Driving forces for change

Creating a Clear Vision and Effectively Communicating It

Assisting others engage into your plan for the business is an important phase of the leadership role
in change management; It may negatively effect change process if Unilever fails to do so. Giving a
strong roadmap for the execution of change, which would include what will change, how the change
will affect the Unilever, and most significantly, why the change is obligatory, to foster trust and
confidence. Clearly, consistently, continuously, and through a variety of sources, conveying this goal.
A higher perception of urgency and buy-in will result from clearly communicating the
change motives.

2. Encourage and assist Employees

Leaders must consider the function that workers perform as well as their "people require" across the
Unilever while executing change initiatives. Participation of workers immediately on and at all levels
of organization is necessary, particularly those who will be most affected by the change as it is
executed. Give people the opportunities to talk about the possibilities and problems brought on by
change, and (where appropriate) take into consideration the employee remarks. Employee
assistance for the change is therefore more probable as a result of increased ownership (Leadership
approaches to managing change - baton global).

So that’s why leadership approaches are major driving forces for Improving Unilever Performance
Leadership models as Resisting forces for change

Individual resistance

viewpoints, personality, and requirements of employees have a part in their resistance to change.
Individual resistance is strongly impacted by elements including mindset, economics, and job
stability (2022).

Organizational resistance

The capacity for an organisation as a whole to fight change and strive to retain the position order is
known as organisational resistance. Organizational resistance enables firms to become inflexible and
hesitant to adapt in order to respond to external or internal forces. Power struggles inside the
corporation, inadequate decision-making methods, and intricate organisational structures are a few
signals that resistance is being expressed (2022).

Group resistance

The adoption of change may be impacted by group cohesiveness. A strong group that has been
divided in favor of a different sort of team structure could be reluctant to change because they want
to stay together. Group cohesiveness, however, can both act for and against change. The opposition
of any one person can often be addressed by a unified group that is striving to achieve change.
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