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Course / Award Pearson BTEC Level 5 HND in Business Management
Unit 17 Understanding and Leading Change

Student Name Lê Minh Lợi

Assessment criteria that have
been achieved
Assessment Criteria that are
still to be achieved
Assessor’s feedback (specific to assessment criteria)

Student Name/Signature Rework Due Date

Assessor Name / Signature Date

IV Name / Signature Date

Assessor’s feedback on the rework:

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Higher Nationals
Assignment Brief – BTEC (RQF)
Higher National Diploma in Business (Business Management)

Student Name /ID Number Lê Minh Lợi/ 16BM40218

Unit Number and Title Unit 17: Understanding and Leading Change

Academic Year 2018/2019

Unit Assessor Dr. Pham Quoc Du
Assignment Number and Title ULC: Drivers of Change and Organisational Impact, action plan for change
management effectively
Issue Date 30 September 2019
Submission Date 4 December 2019
IV Name Nguyen Thi Toan Ngoc
Date

Submission Format:

The submission is in the form of an individual written report. This should be written in a concise, formal
business style using single spacing and font size 12. You are required to make use of headings, paragraphs
and subsections as appropriate, and all work must be supported with research and referenced using the
Harvard referencing system. Please also provide a bibliography using the Harvard referencing system. The
recommended word limit is 2,000–2,500 words, although you will not be penalised for exceeding the total
word limit.

Unit Learning Outcomes:

LO1 Compare ways in which change impacts on an organisation’s strategy and operations.
LO2 Evaluate the influences that drivers of change have on organisational behaviour.
LO3 Determine how barriers to change influence leadership decisionmaking
LO4 Apply a range of leadership approaches to a change initiative

Assignment Brief and Guidance:

Change and change management is unavoidale if any organization want to be survive, develop or
sustainable development in the competitive busniess environment now. As the goblaization comes and

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bring much opportunity also the chalenges for any organization. Howerver, the organization management
is one of the most important factor that make organization to adapt changing and lead orgnaization to
overcome any difficult situation is not questioning. Commitment from management can make the
organization not only survive but survive as a giant.

Required:
You and your partner (in pairs) are training to become business analysts in a large multinational organisation. Using
a real case studies (of organisations undergoing major change), compare the impact that large-scale change has had
upon the organisation’s strategy and operations. Use appropriate theory to inform your discussion. Also evaluate
how the change will have affected behaviours within the businesses and, using theory and models, propose measures
that could be taken to minimise negative impact on the businesses.
The submission is in the form of a comparative report and should include the following:
1. An introduction to the drivers and impacts of change and how it affects organisational strategy.
2. An overview of the organisation case studies.
3. A PESTLE/SWOT/FIVE FORCE/CULTURE/ECO SYSTEM ENVIRONMENT analysis to be
undertaken for each case study to identify drivers of change.
4. Analysis for each organisation on the impact of change and the effects it has upon the organisation’s
strategy and operations and culture
5. Evaluation of how change will have affected leadership, individuals and team behaviour.
6. Evaluate how the impact of change was minimised and the application of appropriate models to process
change efficiently with appropriate leadership application
7. Making a comprehensive plan with for the organization change in term of strategy, operation and
culture for current need and anticipate the further situation for change management.

Pearson Education 2018

Higher Education Qualifications
Assignment Brief

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Learning Outcomes and Assessment Criteria

Learning Outcome 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 D1 Draw conclusions and
drivers for change in each recommendations with
of the given examples and valid justifications for
the types of planning effectively for
organisational change change and applying
they have affected. change impact analysis.

LO2 Evaluate the P2 Evaluate the ways in M2 Apply appropriate

influences that drivers of
change have on
organisational behaviour.
which internal and theories and models to
external drivers of change critically evaluate
affect leadership, team organisational response to
and individual behaviours change.
within an organisation.
P3 Evaluate measures
that can be taken to
minimise negative
impacts of change on
organisational behaviour.

LO3 Determine how P4 Explain different
barriers to change barriers for change and
influence leadership determine how they
decision-making influence leadership
decision-making in a
given organisational
context.
M3 Use force field
analysis to analyse the
driving and resisting
forces and show how they
influence decision-
making
D2 Critically evaluate the
use of force field analysis
in the context of meeting
organisational objectives

LO4 Apply a range of
leadership approaches to a
change initiative.
P5 Apply different
leadership approaches to
dealing with change in a
range of organisational
contexts.
M4 Evaluate the extent to D3 Critically evaluate the
which leadership effectiveness of leadership
approaches can deliver approaches and models of
organisational change change management.
effectively applying
appropriate models and
frameworks.

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 STUDENT ASSESSMENT SUBMISSION AND DECLARATION

When submitting evidence for assessment, each student must sign a declaration confirming that the work is
their own.

Student name: Assessor name:

Lê Minh Lợi DR. PHAM QUOC DU

Issue date: Submission date: Submitted on:

30 September, 2019 04 December, 2019

Programme:
Pearson BTEC Level 5 HND Diploma in Business (Management)

Unit 17: Understanding and Leading Change

Assignment number and title:

ULC : Drivers of Change and Organisational Impact. Determine how barriers to change influence
leadership decision- making and Leadership apprach for making change

Plagiarism
Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who break the rules,
however innocently, may be penalised. It is your responsibility to ensure that you understand correct referencing
practices. As a university level student, you are expected to use appropriate references throughout and keep
carefully detailed notes of all your sources of materials for material you have used in your work, including any material
downloaded from the Internet. Please consult the relevant unit lecturer or your course tutor if you need any further
advice.

Student Declaration

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of
plagiarism. I understand that making a false declaration is a form of malpractice.

Student signature: Date:20/12/2019

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 Achievement Summary
Pearson BTEC Level 5 HND Diploma Assessor
Qualification Dr. Pham Quoc Du
in Business (Management) name
Unit Number Unit 17: Understanding and Leading Student
and title Change name
Achieved?
Criteria To achieve the criteria the evidence must show (tick)
Reference that the student is able to: First IV
Rework
attempt Check
Compare ways in which change impacts on an
LO 1
organisation’s strategy and operations.
Compare different organisational examples where there
has been an impact of change on an organisation’s
P1
strategy and operations.

Assess the different drivers for change in each of the given

M1 examples and the types of organisational change they have
affected.
Draw conclusions and recommendations with valid
justifications for planning effectively for change and
D1
applying change impact analysis.

Evaluate the influences that drivers of change

LO 2
have on organisational behaviour
Evaluate the ways in which internal and external drivers of
P2 change affect leadership, team and individual behaviours
within an organisation.
Evaluate measures that can be taken to minimise negative
P3
impacts of change on organisational behaviour.
Apply appropriate theories and models to critically
M2
evaluate organisational response to change.
Draw conclusions and recommendations with valid
justifications for planning effectively for change and
D1
applying change impact analysis.

Determine how barriers to change influence

LO3
leadership decision-making
Explain different barriers for change and determine how
P4 they influence leadership decision-making in a given
organisational context.
Use force field analysis to analyse the driving and resistin forces
M3
and show how they influence decision-making
Critically evaluate the use of force field analysis in the context
D2
of meeting organisational objectives
Apply a range of leadership approaches to a
LO4 change initiative

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 Apply different leadership approaches to dealing with change
P5
in a range of organisational contexts.
Evaluate the extent to which leadership approaches can deliver
M4 organisational change effectively applying appropriate models
and frameworks.
Critically evaluate the effectiveness of leadership approaches
D3
and models of change management

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Higher Nationals - Summative Assignment Feedback Form
Student Name/ID Lê Minh Lợi / 16BM40218
Unit Title Unit 17: Understanding and Leading Change

Assignment Number A 1 and A 2 (combined) Assessor Dr. Pham Quoc Du

Date Received 1st
Submission Date 04 December, 2019
submission
Date Received 2nd
Re-submission Date
submission
Assessor Feedback:

Grade: Assessor Signature: Date:

Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

IV Signature & Date:

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Contents
Higher Nationals ........................................................................................................................................ 2
Assignment Brief – BTEC (RQF) ................................................................................................................... 2
Plagiarism ................................................................................................................................................. 5
1. An introduction to the drivers and impacts of change and how it affects organisational strategy. .... 10
What is change in a business context? ................................................................................................... 10
How does position and perception influence a view of change as negative or positive? ...................... 10
Types of organisational change: ............................................................................................................ 11
The internal and external forces ............................................................................................................. 11
2. An overview of the organisation case studies..................................................................................... 12

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 1. An introduction to the drivers and impacts of change and how it
affects organisational strategy.
What is change in a business context?

In simple terms, business change is the act of moving the company from where it is now to where it
wants to be. The change can be relatively small, such as improving the company's billing procedures, to
utterly transformative, such as reformulating entire product and service offerings in the light of
unexpected competition. Most times though, it references an event that causes major disruption to your
daily operations. There are three types of change in a business context: developmental, transitional and
transformational change.

Developmental Change Definition

A developmental change occurs when a business wishes to improve a process or procedure, such as
updating the payroll system or refocusing its marketing strategy. These changes are small and
incremental – you aren't redesigning the entire workflow, but are simply refining it to make it better.
Developmental change usually occurs in response to technology upgrades or internal cost drives that aim
to improve the efficiency of a work process. As long as you give staff the training they need to
implement the changes, there should be minimal upheaval associated with this type of change.

Transitional Change Definition

A transitional change is an act of replacing major processes with new ones, such as automating your
manual production line or adopting a new ERP installation. It also includes mergers and acquisitions and
other such courses of action. Transitional changes are frequently driven by a desire to remain competitive
in the marketplace. The business is not exactly charting unknown waters when executing a transitional
change, but it likely will have to reconsider its job functions, processes, culture and relationships to
manage the change effectively. Management must proceed cautiously to minimize fear, doubt and
insecurity in staff.

Transformational Change Definition

Transformational change is the most disruptive since it requires a fundamental shift in the way a
company operates. For example, a company might embark on a completely new mission or restructure
the whole product line using new, proprietary operating systems, as Apple did when Steve Jobs took over
the company in 1997. Because of the upheaval, these types of changes happen only rarely. Navigating a
transformation is complex, requiring significant skill from the management team and outside help from
change specialists. When the change process is complete, the organization is unrecognizable from what it
was before.
How does position and perception influence a view of change as negative or positive?

About Vinamilk Company

The position and perceptions that affect a change's perspective are negative or positive. It will depend on
the value of the employee's assessment of organizational change. If the assessment of organizational
change is positive, its commitment is likely to increase. If it is negative, the organization's commitment is
likely to decline.
If Vinamilk's management properly articulated the change, and the urgency of change and also role
modeled and institutionalized the change, the chances are that employees will buy into the change and
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will be favourably disposed to the organisation. Hence, employee commitment will not be negatively
affected. For example if the change process will involve reduction of staff, the emotional connection of
employers to the plight of those affected will tell a lot to those that are left and affect their commitment
to the organization. If management did not care much about the situation of those affected, the remaining
employees will simply extrapolate the management action to determine what would happen to them in
future. In this case their commitment will be negatively affected.

Employees are required to be explained the need for change in the larger interest of the organization and
the employee themselves. Employees must be led by example, rather than by power, manipulation and
coercion for positive employee commitment during organizational change, or else employee commitment
will be negative.

Types of organisational change:

There are 4 categories of changes within organization: structural, strategic, technological and changes in
people.
Changes in people describe changes in employee’s attitudes, behaviour, expectations and perceptions.
Main purpose of these changes is to improve performance of the employees, enhance their efficiency
towards the company, their relationships with managers and the group cooperation. Changes in
workforce can be necessary, when they are a consequence of other changes or sometimes through
implementing them, the firms try to enhance its effectiveness and encourage the individuals or the
groups. Largescale changes such as replacing the top level managers are designed with the purpose of
creating a new organizational culture, whereas the main goal of small scale changes take an attitude or
behaviour of the employees into consideration.

Changes in the structure of organizations can stem from both internal and external factors and they affect
the way organizations operate. These changes are related to changes in the hierarchy, management
system and administrative procedures. The main adjustment, which Vinamilk incorporated into its
structure, is the division of the division's central decision-making authority over important areas.
The internal and external forces

The internal forces are the collection of the actions and the decisions, which occur inside an organization.
They are easier to control and more predictable than the external ones. One of the internal factors, which
affect the company, is management. Especially, the choice of someone, who can manage to run the
company in the right way, offer a new strategy, be a good leader and the same time entrepreneur, is a key
to success of the firm. To increase the performance of the company, Vinamilk decided to take a risk and
first of all, it changed its CEO, which was only the beginning of the internal changes within the business.
Secondly, the internal factor, which has an influence on the company, is its restructuring. New ideas,
risktaking decisions and the change of the strategy can have the improvement and development of the
firm in view. The intrepreneurship can involve new hires, new branding, reallocation of resource etc. One
of the intrapreneurial changes in Vinamilk was the choice of new CEO who implemented the number of
the reforms regarding the technology and the structure, which have the improvement of the firm’s
condition in view.

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 2. An overview of the organisation case studies.
Leading changes refers to introducing new plan and identification of fresh opportunities to expand the
business and craft improvement in existing process of operation with co-ordination of all staff members.
In Vinamilk leaders are key person who drive changes and play critical role in preparing people to accept
changes for individual and organizational improvement. Leading changes is requirement of organization
to sustain in the market position and develop business according to market and customer needs which
plays significant role to design and develop business planning and process. Present report will analyze
the need of strategic changes and planning of changing within Vinamilk for developing business as well
as adopting the new conditions of business.

STRATEGIC ANALYSIS
Background
The capabilities of Vinamilk can greatly be enhanced by analyzing the changes and implementation of
new process that will help management to achieve goals. It totally depends on leader and manager to
explain the need of change which motivate and persuade employees to accept changes and craft
improvement in individual and group performance. Vinamilk has faced many conditions, in which
organization made changes in operation and structure to meet requirements of customers as well as
sustain position in the industry. Organization made changes after crisis of 2007 and establish itself to
provide superior experience of milk. Vinamilk managers and leaders always look to develop positive
working environment by leading the changes to meet the requirements and develop effective plan for
improvement. Every organization work with desire of growth in business in terms of share and size that
driving the need of implementing changes (About Vinamilk, 2015). Vinamilk is having desire to expand
the market that encourage management to apply changes which has provided positive impact on growth.
In other words change management is the process, tools and technique to manage the people-side of
change to achieve required and expected business outcome.

In the next part report will develop plan to undertake successful completion of program and management
of people to implement changes in organization to achieve the goals and objectives. In the end of the
report it will explain potential benefits of changes and their impact on desired improvement.

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