INTRODUCTION

Organizational change is the process of changing a company's structure or other key elements
such as infrastructure, technology, etc. to improve operations and meet new challenges.
Organizational change is essential for companies to grow and achieve success. It is important for
any organization because without making changes, companies can lose their competitive edge
and fail to keep up with changing customer and market needs, easily become outdated and
unable to compete. The importance of organizational change lies in its pivotal role in ensuring
companies remain dynamic and responsive to evolving market trends. In the business
environment, organizational change is critical to remaining competitive amid changing
technology and market dynamics. A key component of the change process is organizational
change management. Successful organizational change management can improve employee
morale, foster constructive teamwork, and enrich work. These elements have a direct and
beneficial impact on productivity and work quality. Effective organizational change management
enables a company to sustain a steady state of growth while also facilitating periods of general
business change, allowing employees to remain motivated and productive while implementing
change.

Vinamilk, or Vietnam Dairy Products Joint Stock Company, is a Vietnamese company that
manufactures and sells milk, dairy products, and related machinery and equipment. Vinamilk is
currently the dominant player in the milk processing business, accounting for over 75% of the
domestic milk market. Vinamilk has a robust domestic distribution network, with over 220,000
sales points in 63 provinces and cities across Vietnam. In addition, Vinamilk successfully
exports to 43 countries worldwide. Vinamilk offers more than 200 items of sterilized milk,
sterilized milk, and milk-based goods. Vinamilk was the only Southeast Asian brand to appear
in numerous global rankings in 2021. This is the consequence of a determined and strategic
effort to elevate the Vietnamese dairy brand's standing in the global dairy market.

I am working at Vinamilk as a trainee business analyst. I was tasked with investigating and
explaining the drivers and barriers to change and its effects on the decision-making of Vinamilk's
leaders. I was also asked to make suggestions on appropriate leadership approaches to
implementing change and to implement and make recommendations on different leadership
approaches and change management models to respond to changes identified within the
organization

1. Investigate the forces for and against change and how they affect leadership decision
making in organizations.

1.1. Forces driving changes

Motives are forces that have a positive influence or support for change initiatives. These forces
are the real reasons that bring about changes in an organization. These drivers can be
 New leadership
 New technology
 Competition
 Customer demand
 Political regime
 Laws and regulations
 Increased profits, etc.
(Tahir, 2019)

Organizational change can be driven by many different factors. Intense industry competition or
the entry of new players in the market can push organizations to make changes in their strategies,
products or processes to gain a competitive advantage. Rapid advances in technology can trigger
organizational change in terms of adopting new technologies, automating processes or upgrading
systems to improve organizational productivity, efficiency and competitiveness. Changes in
leadership, new strategic direction, or changes in organizational priorities can lead to
organizational changes. Customer needs are also a factor driving change in organizations.
Customer needs and shopping behavior can frequently change and what an organization should
do is to keep up to date with trends and demands for goods and services to make changes to meet
those needs to Maintain sales and stay competitive. New laws and regulations can encourage
organizations to develop new products and services that meet new safety and environmental
standards and enhance organizational social responsibility. New policies, regulations and laws
can provide provisions that facilitate organizational operations. Profit is often the top concern for
organizations. Organizations make changes to operating processes to improve efficiency and
quality of products and services to increase profits, for example businesses can invest in
automating production processes to reduce human resource costs and increased profits (Nagdy,
2024)

1.2. Forces resisting changes

Resisting forces are negative forces that work against change ideas and initiatives. These forces
tend to maintain the status quo and limit the implementation of new change initiatives. Some
examples include
 Fear and uncertainty about the future
 Organizational culture
 Old employee habits
 Lack of engagement among employees
 Costs, etc.
(Lucidchart, 2024)

When employees feel distrustful of the person implementing the change, they may resist the
change and create a major barrier. Changing the status quo is a complex undertaking. Employees
tend to react emotionally to disruptions in their routines that force them to change previously
established work habits can make them resistant to change. Leaders should use change
management models that focus on employees' emotional reactions to change to minimize change
resistance. The change leader must be willing to manage employees' emotions when making the
change such as loss and grief and motivate people to accept the change. Employees will also not
support change if they are not confident in their ability to adapt to change. They may feel fearful
and anxious about their own shortcomings and tend to protect themselves from failure by
resisting change. Leaders should provide adequate knowledge and necessary training about
change to help employees easily access and adapt to change. Leaders should also create effective
communication within the organization. Organizational culture is a strong influence on change.
Organizational culture is embedded and ingrained in the organization's daily activities and
processes, hindering the acceptance of new ways of doing things such as leadership, new
processes, organizational restructuring, etc. Leaders must ensure that they foster an environment
that supports change. Leaders should make decisions that foster creativity, new projects,
flexibility, and risk-taking. This may cause employees to support adaptive change as they
become accustomed to such a working environment.
. The single most powerful barrier for organizations when implementing change is cost.
Businesses may be hesitant about making changes because they worry about related costs such as
costs for human resources, training, technology, etc. (Francis, 2023)

2. Apply force field analysis to analyse both driving and resisting forces to show how they
influence decision making in organisations.

Force field analysis is a simple and practical tool used to manage organizational change and
support decision making by providing a detailed overview about the forces that can influence an
organizational change problem. Force field analysis was developed in the 1940s by psychologist
Kurt Lewin for use in social psychology (the study of group behavior) but it is also commonly
applied in business settings. Lewin's force field analysis aims to assist individuals and
organizations in understanding the dynamics of an issue or situation and determining the best
path to change implementation. (Reyes, 2023)
Force field analysis should not be done by a single individual but is best done in a small group of
5-10 people directly involved in the change implementation process. It is important to keep
everyone who will be affected by the change updated on the progress of the change. The method
of conducting force field analysis is carried out in 5 steps (Reyes, 2023)
 Step 1: Determine the goals of the change project
Leaders should begin the analysis by clearly stating the proposed changes and
determining the expected results
 Step 2: Identify motivation
Leaders need to list all the motivating factors for the organization. Be sure to keep change
stakeholders updated so they can share the driving factors from their perspective. List as
many factors as possible and place them in the right part of the diagram
 Step 3: Determine the resistance
 The leader needs to list the factors that oppose implementing the proposed change - these
forces will resist the change and make it difficult for the organization to achieve the
desired results. Be sure to include as many factors as possible that can be objectively
considered and proactively addressed, then place the identified factors in the right
sections of the diagram.
 Step 4: Summarize points
Each force will exert varying degrees of effect on the intended outcome. To address this,
the organization rates each driver and resistance factor on a scale of one to five or one to
10 (with one being the weakest factor) to assess the influence of forces on change.
 Step 5: Count, analyze and apply
Once scores for all factors are completed, the organization can determine which side
weighs more heavily. The goal of this analysis is to ensure that in order for change to be
implemented, the driving force must be stronger than the resistance. If the resistance to
change is higher, leaders should consider processes that can strengthen the momentum
and weaken the forces that resist change.

Vinamilk's traditional production system is gradually becoming outdated, leading to a decline in

production volume due to an increase in the number of errors encountered during the production
process and causing the organization's revenue to decline. This leads to a significant increase in
Vinamilk's cost stream. Vinamilk's board of directors has proposed upgrading the production
system to ensure the quantity and quality of products delivered on time to consumers, improving
operating costs and profits for the organization.

Score Driving forces Resistive force Score

8 Consumer demand for better Upgrade production Cost 7

products system

10 Profitability Adaptability of 3
staff

7 Competition Fear of new 4

 technology

5 Production speed Time-consuming 1

6 Increase outputs Overload of work 1

Total: Total:
36 17

The motivating force is stronger than the hindering force. The desire to improve and increase
profits and meet customer requirements for better quality products is a significant motivation for
Vinamilk to make changes. To make changes to the production system, Vinamilk also evaluates
risks to change such as financial capacity, adaptability of staff, and amount of work to be done,...
However, Vinamilk encounters a strong barrier to change: the cost of upgrading the production
system. After performing Lewin's force field analysis, Vinamilk decided to invest in new
technology to upgrade its production system. Vinamilk reviewed the technology of 3 suppliers
from China, Korea and Japan. After consideration, Vinamilk chose technology from Japan to
upgrade the production system, including Kaizen (continuous improvement), JIT and
comprehensive quality control, it is cost-effective compared to the other two vendors and can
help increase output by 50%, reducing errors and personnel costs for the organization (Le, 2021)

3. Recommend change leadership approaches and models to change initiatives for given
situations.

A change management model refers to systems, methods, and theories that provide an in-depth
approach to organizational change with the goal of helping organizations in implementing
changes, navigating the change process, and ensuring changes are accepted and implemented.
Change models prepare companies to adapt to change and guide enterprises and their workers
through successful change implementation. (Whatfix, 2022)

3.1. Kotter's 8 step change model

Kotter's 8-Step Change Model is a common paradigm for successfully executing organizational
change that is utilized in a variety of industries. Kotter identifies eight measures that firms should
take to overcome the barriers of change and successfully implement it at scale. Following these
eight stages will ensure that the organization is not just prepared for change, but also committed
to it.
 Creating a Sense of Urgency:
 Forming a Guiding Coalition
 Developing Vision and Strategies
 Communicating the Changing Vision
 Removing Barriers to Change
 Generating Short-Term Wins
 Sustaining Change as a Continuous Process
 Incorporating Change into Organizational Culture
Leaders can look at Kotter's 8 step change model approach to managing change for almost any
area of the organization. Kotter's 8 step change model provides organizations with structured
approaches to leading change, effectively addressing resistance, and enhancing communication
within the organization. Kotter's model addresses all parts of the change process, from instilling
urgency to embedding change in organizational culture. A holistic approach guarantees that
critical factors for the business, such as leadership, communication, and vision formulation, are
handled. Taking these crucial aspects into account can help leaders better negotiate the
challenges of change (Jain, 2019)

3.2. The McKinsey 7-S Model

The McKinsey 7S framework is a change framework based on the organizational design of a
corporation. This model explains how change leaders may effectively manage organizational
change by strategizing around seven essential elements: structure, systems, strategy, shared
values, skills, style, and staff. The heart of this model lies in the connection between elements
classified as soft elements and hard elements - arguing that a domino effect exists when changing
any one element to restore effective balance. At the heart of the model is 'shared values', which
reflects the importance of the impact of changes from the founder's values on other factors.
  Structure: Structure refers to the way a firm is organized, including the chain of
leadership relationships and duties that create the organization chart.
 Systems: System refers to the operational and business processes utilized to carry out a
company's day-to-day activities.
 Strategy: A strategy is a well-managed business plan that helps a company to establish an
operating plan to attain a sustainable competitive advantage and successfully implement
change.
 Shared values: are the values that govern every foundation of an organization, including
mission, vision, values and goals.
 Style: refers to the prevailing leadership style in a company, this factor determines the
level of productivity and satisfaction of employees
 Skills: this element refers to skills that form a company's competencies and capabilities
that enable employees to achieve goals
 Employees: This component includes talent management and all human resources
involved in organizational choices, such as recruitment, training, and reward systems.
McKinsey's 7S model can be applied in many different situations and allows different parts
of the company to operate in a clear and synchronized way. It can be used as a tool to assist
in making decisions about a company's future strategy. This model can also be used to
examine the possible effects of future changes in the company through considering the
interdependencies between different factors (Ahmed, 2024)

3.3. Kaleidoscope change management model

The Change Kaleidoscope model is a paradigm that gives a complete approach to change
management, assisting organizations in understanding the various components of change
initiatives and how they interact to achieve the intended results. Hope Hailey and Balogun
devised the Change Kaleidoscope model, which contains an inner and outer ring. The outer ring
represents characteristics of the organizational context such as power, readiness, capacity,
capacity, diversity, preservation, scope, time. The inner circle offers design and execution
options such as changing roles, styles, starting places, paths, targets, and levers.
  Time: the amount of time needed to make the change
 Scope: refers to the breadth and depth of the change, including the number of
departments or functions affected by the change
 Preservation: Consider which elements and processes of the organization must be
maintained during the transition process.
 Diversity: refers to the range of views, experiences, and skills of stakeholders involved in
the change process.
 Capacity: refers to the knowledge, skills, and resources required to implement change.
 Capacity: refers to an organization's ability to sustain change over time
 Readiness: refers to stakeholders' awareness and preparedness to participate in the
change process.
 Power: he distribution of authority and influence within the organization
Kaleidoscope change management model is a dynamic and innovative approach to change
management. It provides a comprehensive framework for leaders and organizations to
understand, plan and execute successful and sustainable change initiatives by acknowledging
the diverse dimensions of change. This model encourages a holistic perspective, promoting
adaptability and feedback, helping organizations navigate the complexities of change
(Stephen, 2024).

3.4. ADKAR change management model

The ADKAR change management paradigm is a results-driven management technique that

reduces resistance to organizational change. It offers a framework for managing change at the
individual level, with five stages: awareness, desire, knowledge, capability, and reinforcement.
(Randell, 2023)

 Awareness: creating employee awareness of the need for change

 Desire: cultivates the desire to support and actively participate in change
 Knowledge: equip employees with the necessary knowledge to successfully implement
change
 Ability: leverage knowledge to build employees' ability to implement change
  Reinforcement: sustaining change by reinforcing and continuously integrating change
into organizational culture
ADKAR change management model encourages organizations to focus on achieving clear
communication goals at specific stages rather than just implementing multiple activities. This
model breaks down individual transformation processes into five distinct elements or building
blocks, making it easier for people to stay motivated and focused on adopting and using change
(Randell, 2023)

3.5. LaMarsh Change Management Model

LaMarsh Change Management Model is a structured approach to change management that

provides a framework for planning, implementing, and monitoring organizational change
initiatives. This model addresses the process of minimizing risk during adoption and acceptance
of new processes and activities by those who will be affected by the change. This model enables
risks associated with adopting and deploying changes to be addressed early in the change
management process, allowing the change process to flow more smoothly throughout the
business. The LaMarsh model emphasizes making intentional changes to attain success. It
identifies the areas that benefit the most from the change and ensures that all stakeholders
understand the reason for the change, which includes five aspects:
 Initiate change: set goals
 Identify risks: assess barriers and develop a plan to mitigate risks
 Implementation phase: carry out the change initiative according to the plan that has been
developed
 Achieve results: measure the results of the change initiative and evaluate its effectiveness
 Sustain results: incorporate the improvements into the organization's culture and
operations.
(Abbas, 2023)

3.6. Lewin's change management model

Lewin's change management model, devised by American psychologist Kurt Lewin, a change
management pioneer, refers to three stages: unfreeze, change, and refreeze. Lewin claimed that
every individual's conduct in reaction to proposed changes is influenced by group behavior. Any
interaction or force that influences group structure has an effect on individual behavior and
adaptability. As a result, the group environment must be considered throughout the
transformation process. Lewin's three-stage transition model captures the current scenario

 Unfreeze: The first phase focuses on perception management and seeks to prepare
stakeholders affected by the approaching organizational change. Change leaders must
examine present processes, identify what needs to change, and convey this to
stakeholders.
 Changing: This phase involves making changes when the status quo is upset. Leaders
must adopt an agile and continuously iterative approach, paired with employee feedback,
for a smooth transition..
 Freeze: In this phase, the employee progresses from the transition phase to the
stabilization or acceptance phase. If the change leader does not reinforce the change in
organizational culture, they may revert to past behaviors.
Lewin's change management model provides organizations with a valuable framework for
navigating change. Organizations can increase the likelihood of implementing successful
changes by following the stages in the model. Using this model allows for an easy transition
from one phase to the next, helping change leaders better understand the change process and
make real progress toward goals (Tahir, 2024)

3.7. Transformational leadership

Transformational leadership encourages organizational members to develop into individuals with
a vision beyond their personal interests for the greater good of the organization. Organizations
with this leadership style tend to be more successful and have higher employee loyalty.
Furthermore, this approach also tends to encourage employees to follow positive changes and
this can help Vinamilk effectively manage changes within the organization
In theory, transformational leadership makes employees feel admiration, trust, loyalty, and
respect while also motivating them to work more than they initially expected. The theory of
transformational leadership is made up of four types of behaviors
 Idealized influence: based on trust, increases employee engagement with leaders
  Individualized consideration: involves empowering team members and has a major
impact on motivation
 Inspirational motivation: providing a vision while inspiring employees that they can do
it
 Intellectual stimulation: interested in innovation through influencing employees to see
problems from a new perspective and promoting creativity
(Cherry, 2023)

4. Analyze the use of leadership approaches and models for given situations.
4.1. Lewin's change management model and LaMarsh change management model
The dairy industry is increasingly competitive and it requires Vinamilk to continuously innovate
and improve management efficiency to maintain its position. Vinamilk's farm system is facing
many manual limitations and lack of uniformity, leading to losses and difficulties in the process
of monitoring and evaluating operational efficiency. Vinamilk can simultaneously apply Lewin's
change model and LaMarsh Change Management Model to apply FMS farm management
software to help automate the farm management process helps Vinamilk optimize operations and
improve productivity
Stage 1: Unfreezing
 Create a sense of urgency: leaders should analyze data that shows that the use of manual
management methods is causing current site systems to suffer from low productivity,
waste of resources and problems. Difficulty in monitoring the health of cows. From there,
convey and emphasize the benefits of FMS in automating time-consuming and error-
prone manual processes such as recording feed data, monitoring dairy cow health,... helps
optimize operations and save costs so that organizational members see the benefits of
implementing change (Initiating Change - LaMarsh Change Management Model)
 Address resistance: leaders should anticipate potential concerns for employees or the
organization such as anxiety about having to adopt new technologies, changes in work
habits and the risk of losing jobs when replaced by technology. Leaders should reassure
them and assure them that they will receive all the necessary knowledge and training for
change in the organization and will make appropriate work arrangements to ensure work
for them. (Risk Identification - LaMarsh Change Management Model)
Stage 2: Changing
 Vinamilk needs to define a vision on improving farm management efficiency to optimize
operations and improve productivity. The vision here could be to become a pioneer in the
application of farm management technology. Leaders need to share the vision with all
employees including farm managers, veterinarians and livestock staff and ensure they
clearly understand the goals and benefits of change
 Vinamilk should encourage employee participation in the selection, implementation and
use of FMS. Vinamilk can organize seminars and training sessions to help employees
understand the importance and usefulness of FMS for farm management and
organizational activities and equip them with the necessary knowledge and skills to use
FMS, creating an open working environment to address employee concerns and questions
about FMS and provide ongoing support during the transition (Implementation Phase -
LaMarsh Change Management Model)
Stage 3: Refreezing
 Vinamilk can create reward programs and recognize individuals who actively use FMS
and achieve good results while also collecting feedback from employees and making
adjustments and provide the necessary training and support (Getting Results - LaMarsh
Change Management Model)
 Actively promote the adoption of FMS into operational processes to make FMS an
essential tool in farm management while encouraging a data-driven culture and
continuous innovation to improve operational efficiency (Sustain Results - LaMarsh
Change Management Model)

4.2. Kotter's 8-step change management model

Vinamilk can apply Kotter's 8-step change model to improve its supply chain.
 Create a sense of urgency
Vinamilk needs to identify existing weaknesses and risks in the current supply chain.
Specifically, Vinamilk is heavily dependent on cow's milk raw materials imported from
countries such as Australia, New Zealand,... leading to the risk of raw material shortages
when supply chain disruptions occur due to the Covid pandemic or other factors.
Furthermore, importing raw materials from abroad often encounters long delivery times
 and high delivery costs, affecting production progress, the ability to meet market demand
and Vinamilk's profits. The domestic dairy industry is not really developed, making it
difficult for Vinamilk to ensure a stable supply of fresh milk for production. Management
needs to convey these disadvantages and risks to other members of the organization while
emphasizing the importance of improving the supply chain to ensure long-term success
for Vinamilk.
 Forming a Guiding Coalition
Vinamilk needs to identify employees or find experts with expertise in supply chain
management and logistics to provide leadership for change efforts while allowing
organizational members to contribute to the supply chain improvement process to ensure
a diverse range of perspectives and ideas.
 Developing Vision and Strategies
Vinamilk needs to determine specific goals for the supply chain, perhaps ensuring stable
input materials for the production process, minimizing delivery costs, etc. From there,
develop strategies to achieve the goal of improving the supply chain. Vinamilk can invest
in developing the dairy farming industry to increase milk supply, increase initiative in
raw materials for the production process and reduce dependence on imported raw
materials. Vinamilk can also seek new sources of raw materials from other countries,
choosing to cooperate with reputable suppliers, capable of providing high quality raw
materials and ensuring delivery schedules.
 Communicating the Change Vision
Communicate the vision to all employees, explaining how to improve the supply chain
and its benefits. Management needs to communicate regularly with employees to address
concerns and increase their support and participation in the change implementation
process. Leaders should also encourage employees to provide opinions and feedback on
the change implementation process and share their ideas for better change
implementation.
 Removing Barriers to Change
Vinamilk needs to identify barriers that can hinder change such as lack of resources,
technology limitations, outdated processes, objections from employees... and then
develop solutions to eliminate them. Barriers such as considering and applying advanced
 technology solutions: using software systems to support supply chain management
(SCM), logistics systems,... to automate processes and improve operations or use FMS
farm management software to automate farm management processes, reducing costs and
staffing needs. Management also needs to provide employees with the necessary
knowledge and training so they can adapt to changes.
 Generating Short-Term Wins
The process of implementing change can take a long time and can lead to demotivation
among employees. Leaders can set short-term and achievable goals, reward and
recognize the successes achieved by employees to motivate employees and strengthen
belief in the success of the process. change process.
 Sustaining Change as a Continuous Process
After each victory, Vinamilk needs to evaluate what is going in the right direction and
what needs to be improved, thereby setting gradually higher goals to create exponential
motivation when achieving achievements. Vinamilk should also learn about Kaizen and
continuous improvement ideas, establish a culture of continuous improvement in the
supply chain team, regularly review and update processes based on market trends and
internal feedback sustains change and competitiveness
 Incorporating Change into Organizational Culture
Vinamilk needs to associate supply chain improvement with the organization's culture.
Emphasize the importance of improving the supply chain through internal
communication channels such as meetings or training activities to increase employee
awareness. Reward and publicly recognize individuals and groups with outstanding
achievements in supply chain improvement to encourage other employees to follow,...

4.3. Kaleidoscope change management model and ADKAR change management model
Vinamilk can simultaneously apply both the ADKAR change management model and the
Kaleidoscope change management model to improve customer service quality.
Determine the strategic context
 Awareness: Vinamilk can analyze customer data from customer service channels such as
email, social networks, and customer care call centers to identify strengths and existing
limitations to capture needs, customer desires and expectations then share the results of
 this analysis with employees to raise their awareness of the importance of improving
customer service quality
Understand the organizational context
 Desire: The change needs to be applied comprehensively to all departments of Vinamilk.
Leaders can share success stories about successfully improving customer service quality
to inspire employees or tie the goal of improving customer service quality to personal
goals and groups such as linking rewards and recognition to customer satisfaction levels
or the amount of positive feedback
Choose the appropriate solution
 Knowledge: Vinamilk can develop comprehensive training programs on excellent
customer service skills for employees such as effective communication, handling
complaints, building effective relationships with customers, ...
 Ability: Vinamilk can provide employees with the opportunity to practice customer
service skills through a simulated environment and have expert feedback. Vinamilk can
also use technology to support employees in providing customer service such as using
customer management systems (CRM),...
 Consolidation: Vinamilk should maintain the practice of rewarding and recognizing
employees who do well in improving customer service quality so that this is considered a
new culture in the organization at the same time, and share positive customer feedback
with all employees to encourage them to continue their efforts.

4.4. Transformational leadership

Idealized influence
Vinamilk can apply it to promoting a culture of sustainability within the organization. Leaders
can support sustainability initiatives by highlighting environmental and social benefits and
aligning them. with Vinamilk's core values. They can also participate in sustainable events to
demonstrate these values through their actions. This can inspire employees to adopt sustainable
practices and integrate them into their work.

Individualized consideration
Vinamilk may wish to implement a new enterprise resource planning (ERP) system across the
organization. Leaders can provide training or mentoring programs tailored to individual
expertise, or let experienced employees support colleagues during the transition. Leaders can
also create open communication channels to address individual questions and concerns and
provide needed support.

Inspirational motivation
Vinamilk can apply this when facing organizational problems that cause employee morale and
productivity to decline. Leaders can provide a clear vision for the future and set goals that are
ambitious but not beyond the company's capabilities, create small wins, and celebrate when they
are achieved. This boosts employees' confidence in the future and inspires them to work harder
to achieve their goals.

Intellectual stimulation
Vinamilk can apply when facing a highly competitive market related to changes in consumer
preferences. Leaders can encourage innovation through fostering a culture that values creativity
and experimentation at the same time, empower employees to perform work according to their
wishes as long as the goals set by the organization are achieved.

CONCLUSION
In conclusion, my report has investigated the forces supporting and hindering change and their
influence on leadership decisions in organizations and the application of force field analysis to
analyze restraining and motivating forces to show how they influence decision making in
organizations. In addition, the report also includes recommendations on methods for change
management models and analyzes the use of leadership methods and models for specific
situations in the organization.

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