Unit 17 understanding and leading change is a specialist unit in business HND curriculum according to Pearson set. The main aim of this unit is to make students equip with the knowledge and skills mandatory to implement plans and anticipate change in the organisation. It emphasises recognising the change drivers such as market shifts, technology advancements and restructuring internally. Moreover, it prepares students able to generate strategies which increase the change man of its while decreasing the associated risk. By identifying the multiple management of theories and models, students will acquire the way to identify the change need, appropriate design intervention and certify the execution on time. This unit also focuses on the change alignment significance with the organisational gold initiative to attain a sustainable outcome.
The significant domain of unit 17 is to generate leadership skills in the change management context. The students will acquire the way through which the team leads generate the transactions and provide the adaptability culture with resilience. They will identify the character of leadership in the motivation of employees identify the change resistance and certify the smooth implementations. This unit phase attention to the significance of emotional intelligence engagement of stakeholders and communication in successfully driving the change initiative. By recognising the change inside of humans the students will get ready to deal with the challenges which rise from uncertainty or employed resistance. Moreover, certifying the change is embraced instead of fear.
At the time of the success of this unit understanding, the students will have the potential to generate effective and immediate contribution to the change process of the organisation. They will also get the tools to identify the drivers of change and design strategies to deal with resistance. Moreover, they will also lead the initiative with organisational objectives alignment. This unit will also make students prepare for change management with making them empower to become useful leaders who have a good navigation of the modern business environment complexities. In the end, the students will also have a good position to drive the change initiative and support. It also certifies the organisation to have good competition with adaptability in our evolving landscape.
Unit objectives
The main objectives of unit 17 understanding and leading change are demonstrated below according to the Pearson set:
- To make a student able to plan implement and anticipate the change organisation efficiently and certifying the business goals alignment.
- To generate the leadership potentials for guiding the teams through resistance management transition and providing an adaptability culture.
- To design the on-time interventions which can minimise the risk in terms of change while optimistic outcome optimising.
- To contribute rapidly for change initiatives by recognising strategies, change drivers and stakeholder engagement.
Learning outcomes
The main learning outcomes of unit 17 understanding and leading change are demonstrated here with the significant aims of the Pearson set.
LO1: Compare ways in which change impacts an organisation’s strategy and operations.
- Constant change requirement:
What does change in terms of business?
How do perception and position impact the change view as positive or negative?
- Categories of organisational change:
Including strategic and structured, processes and people
Change drivers
Internal and external consideration of drivers that can emphasize SWOT /PEST analysis.
Including emergent and planned changes, change Strategies and Arnold and Bohner change influence analysis.
LO2: Evaluate the influences that drivers of change have on organisational behaviour.
- Influence and change of organisational behaviour:
Considering the psychological influence of people`s change
The way through which change influences the Dynamics of the team and the people get managed and lead
- Understand change drivers:
Utilising the analytical tools such as SWOT and PEST
Select the crucial drivers in the provided context.
- Responding to the change drivers:
Utilising the continuous improvement and theory systems models for proactive prediction of the change plan.
LO3: Determine how barriers to change influence leadership decision-making.
- Imposed or initiated change:
Decisions proactive and preemptive that emphasize on situation and the scope or nature of the change
- Resistance and barriers to change:
Utilising the force field and houses to identify support and opposition for change in the contemporary context
Organisational culture model of Schein, Perception with self-efficacy, resistance in situations and determination of barriers.
- Decision-making and leadership:
Doing the appropriate thanks with change is the most affected change in people. Decisions must be considered in the mind.
LO4: Apply a range of leadership approaches to a change initiative.
The context of the challenge/activity. Task identifying the accurate leadership approach/ style.
The place where changes started as the leader with more time, more control and more opportunities to select the accurate approach.
- Models, concepts and theories of change:
The significance models, theories and concepts include the 8-step change model by Kotter, the Change management model by Lewin, change via communication strategy, movement and change through leadership and the change leadership principle.
Assessment criteria
For the students of HND business, here are the assessment criteria to follow and answer with great association to the learning outcomes.
LO1: Compare ways in which change impacts an organisation’s strategy and operations.
- 1.1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.
- 1.2 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected.
- 1.3 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.
- 2.1 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.
- 2.2 Evaluate measures that can be taken to minimise the negative impacts of change on organisational behaviour.
- 2.3 Critically evaluate the long-term implications of internal and external drivers of change within an organisation.
LO3: Determine how barriers to change influence leadership decision-making.
- 3.1 Explain different barriers to change and determine how they influence leadership decision-making in a given organisational context.
- 3.2 Use force field analysis to analyse both driving and resisting forces to show how they influence decision-making in a given organisational context.
- 3.3 Make valid decisions and outcomes based on force field analysis in the context of meeting organisational objectives.
LO4: Apply a range of leadership approaches to a change initiative.
- 4.1 Apply different leadership approaches to dealing with change in a range of organisational contexts.
- 4.2 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.
- 4.3 Critically evaluate the effectiveness of leadership approaches and models of change management.
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