Management of Change in a Business Organisation
Introduction
The COVID-19 pandemic has made many business organisations adapt and redesign their products and services. This report will compare the impact of the COVID-19 crisis on British Airways and United Kingdom National Health Services (NHS). The report will identify different external and internal drivers for the changes brought by the two companies using PESTLE and SWOT analysis.
Next, the external and internal drivers of change in the COVID-19 will be studied in detail for HSBC Bank. The report will evaluate possible measures that HSBC Bank can take to mitigate the negative impacts of COVID-19 on the bank by appropriate implementation of different organisational models and theories. Furthermore, the report will draw conclusions and recommendations with valid justification for the same.
After that, the report will explain different barriers that John Lewis faces during its transitioning in the online fashion and cosmetic market and, analyse the driving as well as resisting forces that influence the decision-making process towards this change by Force Field Analysis.
British Airways PLC was formed in April 1974 and was privatised in 1987. Its headquarters are at Harmondsworth, UK (britannica.com, 2021). The company had 42,322 employees under them as of 2019 (statista.com, 2020).
National Health Service (NHS) is a healthcare system based in England which provides health services to British Residents across the UK. It was founded on 5 June 1948 and some of its services like treatment of infectious diseases and emergency treatments are also free for most people, even for tourists. NHS has over 1.4 million employees and the annual budget set by Department of Health and Social Care in 2019-2020 was £ 148.8 billion (kingsfund.org.uk, 2020).
John Lewis is a high-end departmental store founded in 1864 and currently has 500 departmental stores spread across the UK. The revenue generated by John Lewis in 2019 was £3887.2 million (statista, 2020).
LO1
P1 Compare different organisational examples where there has been an impact of change on an organisation's strategy and operations during the current COVID-19 pandemic
Impact of COVID-19 Pandemic on British Airways’ strategy and operation
The International Air Transport Association (IATA) reported that airline passenger revenues would drop by 55% as compared to 2019 amounting to a loss of € 261 billion in 2020 (Albers and Rundshagen, 2020). British Airways was also hit hard because of the imposed travel bans and restrictions as it reported a loss of £1.5 billion in the first quarters of 2020. In order to mitigate its losses in the COVID-19 scenario, British Airways had made 10,000 staff redundant in the summer of 2020 (forbes.com, 2020). British Airways claim that the 14-day quarantine imposition on arrivals is deterring travellers from flying. Instead of that, it offered voluntary Covid-19 tests 72 hours before the scheduled flights as well as after travelling in December 2020 to promote Christmas- travelling in its US-UK flights (bbc.com, 2020). British Airways, in an effort to avoid further losses, has cancelled its flight routes to North American cities such as Pittsburgh, Charlestown, along with flight routes to popular summer destinations such as Seoul, Osaka, and Kuala Lumpur from 2021. BA has also suspended its flights to Sydney, San Jose, and Bangkok citing the low number of flight bookings on these routes (bbc.com, 2020).
Impact of COVID-19 Pandemic on NHS’ strategy and operation
The economic standstill caused by the COVID-19 Pandemic led to unprecedented losses to the global economy. Consequently, the number of victims that NHS had to fund increased significantly. In absence of fundraising events, NHS struggled to support the COVID-19 hit community.
NHS reported a drop to one-third of its fundraising income, equalling a gap of £33 million in their finances. Because of the financial as well as physical pressure that NHS had to endure during the months of March to December 2020 as COVID-19 hit UK the worst, chief executive of NHS confederation, Danny Mortimer announced that the normal NHS services are unlikely to be back in force for 2021, citing the need of a period of recovery for the NHS staff (telegraph.co.uk, 2021). Since the COVID-19 pandemic started, over 600
Comparison of strategies of British Airways and NHS
In order to increase customer retention, British Airways has improved customers' safety and protection from COVID-19 transmission to reassure its passengers. Both the companies have faced huge losses due to the COVID-19, and British Airways has decided to reduce their less profitable flying routes to mitigate its losses.
In order to help NHS get back on its feet and do its functions without any financial restraints, the UK government has ordered to write off NHS’ debts of £13 billion. Government has also issued over £50 billion of extra funding for the Health and Social Care Department in 2020/21 as a response to the COVID-19 pandemic, for procuring personal protective equipment (PPE Kits) for healthcare staff of NHS, development of new and improved COVID-19 test-kits and trace programme, and to improve the discharge process for COVID-19 patients admitted in hospitals (kingsfund.org.uk, 2020).
M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected
PEST Analysis is performed for British Airways and NHS to identify the external factors and their influences on the strategies implemented by them (Shtal et al., 2018).
Factor |
Influence on British Airways |
Influence on NHS |
Political Factor: Brexit comes to effect from 1 January 2021 |
Post-Brexit, UK citizens would need to have a minimum of 6 months validity on their passports if the passport is less than ten years old to enter EU countries from 1 January 2021. |
6% of the NHS workforce is from the EU and the restrictions on free movement would make it difficult for the EU citizens to work in NHS. Without them, NHS would struggle to perform as its staffs are already stretched thin due to the COVID-19 situations (futurelearn, 2020). |
Economical Factor: Covid-19 Financial Losses |
Due to Covid-19 and travel bans, British Airlines could not operate during the imposed lockdown. This resulted in a financial loss of £1.5 billion in the first quarters of 2020 (forbes.com, 2020). |
The total public health expenditure in UK is 164.1 billion GBP in 2018 which is higher than the previous years (statista.com, 2021). As a result of this, the common people can be able to receive proper services from NHS.
|
Social Factor: Changing Social Behaviour |
British Airways invest heavily in reassuring its passengers of the safety and protection against COVID-19 while flying with them. This is done by proper sanitation of the plane, reducing the number of seats ensuring social distancing norms, COVID-19 test results before boarding the flight, and mandatory usage of masks in the flight |
Nowadays people are highly health conscious. For this reason, the care providers of NHS need to offer person-centric care to every individual and fulfil their service requirements.
|
Technological Factor |
In order to increase the efficiency of operations, British Airways has introduced domestic biometric boarding as well as international biometric boarding for the first time in the UK. BA has claimed to board 240 passengers in 10 minutes using Biometric Scanning (travelweekly.co.uk, 2019). |
Due to Covid-19, the individuals are unable to go to care homes for receiving treatment. In this scenario, NHS has to improve their e-health care services to ensure that the care users are not facing difficulties in getting services.
|
SWOT Analysis of NHS and British Airways is performed to identify the strengths, weaknesses, opportunities, and threats of the two companies. Then, this report will discuss these factors’ roles in promoting the changes in the two companies’ strategies (Gurel and Tat, 2017).
|
British Airways |
NHS |
Strengths |
Second-largest airline in the UK with 44.56 million passengers in 2019 (statista.com, 2020). |
NHS is the world’s largest health care system and Europe’s largest employer with a workforce of 1.3 million (jobs.nhs.uk, 2021). |
Weaknesses |
The company’s cost-cutting strategies involving 10,000 job redundancies and proposed pay cuts have led to major rifts between the BA and its unions- Unite, GMB, and Balpa (bbc.com, 2020). |
Post Brexit, NHS can lose 6% of its workforce which can further weaken their operations in the UK. |
Opportunities |
British Airways can reduce the fares to become the cost leaders in the UK and compete with EasyJet in terms of the number of daily passengers (statista.com, 2020) |
NHS can work on their feedback services through online portals to connect better with their customers and improve their services accordingly. |
Threats |
Due to Brexit, free movement of citizens between the UK and the EU has become restricted, this can significantly reduce the number of daily passengers to and fro the EU and UK, consequently affecting BA. |
Because of an increase in their e-health Services, there are high threats of data hacking and system breakdowns because of the excessive load on the servers. |
Table 2: SWOT Analysis of BA and NHS
LO2
P2 Evaluate the ways in which internal and external drivers of change may affect the leadership and the behaviour of the teams and individuals within a retail bank
The various ways in which internal drivers of change affect HSBC Bank:
Strategy: HSBC Bank reported a decline by 33% of its pre-tax full-year profit of 2019 from Europe. Due to the declining profits in Europe and the increasing operational cost, HSBC plans to shifts its operation from Europe to Asia and focus more on the fast-growing Asian Market (Pope, 2021).
Assets: In 2019, HSBC announced its total assets worth € 2.27 trillion, making it the largest bank in Europe in terms of assets. This significantly drives up the cost of its restructuring plans from Europe to Asia. Initial estimations of the restructuring costs by HSBC experts are around € 6.1 billion (asia.nikkei.com, 2021).
Number of Employees: As of 2019, HSBC Bank has 235,000 employees around the world and 40,000 of them operate in the UK (statista.com, 2020). HSBC has to redeploy them or downsize its workforce in order to go along with its restructuring plans.
Brand Image: The alleged freezing of Pro-democratic Protesters’ bank accounts by HSBC in Hong Kong has significantly affected the brand image of HSBC Bank in Europe and the US as HSBC's CEO was asked to appear before the Foreign Affairs Committee of the UK Parliament (straittimes.com, 2021). In order to undo the done damage, the leaders of HSBC would need to respond to the media explaining their side of the story to mitigate this crisis.
The various ways in which external drivers of change affect HSBC Bank:
Social distance: To abide by the COVID-19 regulations and restrictions set by the UK government, HSBC Bank is promoting its customers to increase their online transactions using their online biometric-enabled application, HSBCnet. HSBC Bank has mandated the usage of masks inside their premises and has specified the number of customers that can enter their premises at a time (hsbc.com, 2021).
Brexit: After Brexit, UK Banks can no longer provide their banking services using the previous 'Passporting' system which allowed the banks to operate freely in any other country in the European Economic Area (EEA) without the proper banking licences. Consequently, HSBC Bank has decided to transfer its expat accounts to its facilities in France instead of closing them (france24.com, 2020).
Technological: In order to facilitate its banking services from the safety of customers’ homes, HSBC has introduced ‘LiveSign’ app. in the UK market, through which customers can digitally sign and submit documents without having to physically visit a branch (hsbc.com, 2021).
Figure 1: Presence of HSBC across Europe
(Source: hsbc.com, 2021)
P3 Evaluate measures that can be taken to minimise the negative impacts of change on organisational behaviour
Liquefying Assets: In order to mitigate the financial losses due to COVID-19, and cover the expenses needs to relocate its operational base to Asia (€ 6.1 billion), HSBC can liquefy its assets in Europe which would also simplify the relocation.
Training Employees: In order to ensure a smooth transition and incorporation of online facilities in the daily activities of the bank, leaders of HSBC bank has to provide training to its employees to perform their tasks online so that work properly and in turn, increase their efficiency.
Educating Customers: Leaders of the bank can help their customers to stay safe from online frauds by educating through online seminars addressing how to identify fraudulent activities and stay safe. HSBC Bank can also introduce dedicated helpline numbers to help its elderly customers to learn online banking. This can build trust between the customers and the bank, which can increase the retention rate as well.
Providing Lucrative Schemes to Expat Accounts: Leaders at HSBC Bank can also create new schemes to engage expat customers whose accounts were recently closed by major banks like Barclays Bank and Lloyds’ Bank following Brexit to significantly increase its clientele all across Europe.
Investing in Online Banking: Leaders at HSBC Bank can invest more capital as well as human resource to upgrade their websites and banking services to increase customers' satisfaction. HSBC Bank can also simplify the ease of accessibility and broaden the applicability of online transactions to increase their market penetration.
Introducing Work-from-home Model: With Proper analysis, the leaders of the bank can identify job profiles that are suitable for work from home and relocate its employees for the same as long as it doesn’t affect the productivity of the employee. In this manner, HSBC Bank can significantly reduce its operational costs, while following the social distancing norms.
Global Talent Management: Leaders of the bank can utilise its presence in over 64 countries to strategically hire the best candidates across the globe that is most suitable for the job profile. This increases the candidate pool significantly without any demographic limits and has shown to increase the productivity of the company very efficiently.
Application Kotter’s 8 Step Model of Change with respect to HSBC Bank
Figure1: Kotter’s 8 Step Change Plan Model
(Sources: Bhatt, 2017)
Establish a Sense Of Urgency: At first, various leaders of HSBC Bank have to identify and highlight the potential opportunities as well as threats that can arise in the future because of the COID-19 crisis. Then, they have to initiate dialogues and discussions with the key stakeholders of the bank (employees, management team, customers) about the COVID-19 situation and convince them of their support and involvement in mitigating the crisis.
Create the Guiding Coalition: Next, a leader would have to form a powerful coalition team involving influential employees from various cross-functional departments of the bank who works at different levels in HSBC Bank.
Develop a Vision and Strategy: Then, the leader would have to ensure that the guiding team describes the core values and ultimate vision of the bank correctly in a simplified manner to transmit it further to all its employees. For example, HSBC would have to state its interests in relocating its major parts of functions from Europe to Asia by citing the political instability and increasing operational costs in Europe.
Communicate the Change Vision: Next the leader and the guiding team would have to effectively explain the bank's vision and strategy to fight against the impacts of COVID-19 while covering important aspects like training, expectations of HSBC Bank, and performance reviews. The leader would also have to handle all concerns and issues of the employees with honesty and commitment.
Empower the Employees: The leader of the bank would have to empower the employees by proper training and skill development opportunities so that they can embrace the new vision and strategy to improve their response against COVID-19 Pandemic associated problems. The leader would also have to proactively remove the obstacles that the Bank faces during its transition. The leader must also identify the employees who are resisting the changes and tactfully deal with them.
Generate Short-term goals: The leader of HSBC Bank would need to break its large goals into several short term goals and reward upon completion as well so that the employees can stay motivated towards achieving HSBC’s grand vision.
Do Not Let Up: The leader and the guiding team have to ensure that the employees keep improving their performance and efficiency towards achieving the target vision of HSBC Bank and all the loopholes to their management strategy needs to be identified and eliminated.
Make the change stick: Finally, the leader at HSBC Bank has to see that the future leaders, as well as the key stakeholders, are willing to continue working on the change in future as long as the change benefits the bank. The leader also needs to share the success stories and remind the purpose of the change frequently to make it an integral part of HSBC Bank.
M2 Critically evaluate the long term implications of internal and external drivers of change within an organisation
Restructuring Plans: HSBC Bank has announced in February 2020 to set out a major programme dedicated to reshaping their underperforming businesses in Europe in order to reduce costs and redirect the capital into more beneficial markets of Asia.
Figure2: Profit distribution of HSBC in 2018
(Source: reuters.com, 2019)
This would lead to 35,000 job redundancies; most of them are expected to be from Europe along with HSBC's announcement to liquefy its assets which equalled € 1.85 trillion in 2018. HSBC Bank can implement Kotter’s 8 Step Model of Change to attain its goal of restructuring. This can prove to be a very good decision in the long run as China is estimated to become the world’s largest economy by 2050, followed by India (bbc.com, 2020).
Investment in Technology: HSBC has heavily invested in recent years to upgrade its digital services keeping in mind the needs of the customers. They have introduced online facilities that replace the need for physical visits to the bank branches and thus also help in reducing the transmission of COVID-19 lockdowns. HSCB has incorporated Biometric Checks in their official application HSBCnet to provide extra security and build the trust of its customers in online banking.
Reducing Workforce: After HSBC Bank’s profits in 2019 plunged by a third, the bank had announced the cutting of 35,000 jobs, reducing its global workforce by 15%. This drastic step was to reduce its operational costs by about € 3.75 billion (forbes.com, 2020). This can be advantageous to HSBC Bank as this step aligns well with the bank's motives to relocate its organisation to Asia and taking advantage of the fast-growing markets there.
D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis
Online banking services are more effective in the present world scenario with Social Distancing and frequent COVID-19 lockdowns in the UK as the customers face no restrictions in using the banks' services online. However, online banking is more prone to banking fraud than retail banking and it puts elderly customers at a disadvantage when they are not well versed with the internet. As a result of layoffs, the number of existing employees decreases, however, the quantity of work remains constant. This puts on additional responsibilities on the employees and can consequently increase the mental workload on the employees as well as reduce the quality of the work considerably and increase mistrust in the management (Van Dick et al., 2016).
The ongoing COVID-19 outbreak has affected China and other developing Asian economies like Bangladesh and India through numerous fronts. These setbacks include a sharp slowdown in domestic demands, restrictions and a resulting decline in exports, lower tourism as well as business travel, and production linkages, supply disruptions, and health effects. These have contracted several developing economies and can result in consequent losses to HSBC after entering the Asian Markets. Thus, it can prove to be a bad decision for HSBC Bank to shift its focus as well as operational centres to Asia amidst the COVID-19 Pandemic Situation.
LO3
P4 Explain different barriers to change and determine how they influence
Positive Barriers that influence John Lewis to focus on the online platforms
Low costs of Operation: A company can utilise its online presence in several ways to increase its market penetration which would enable the company to promote its products to a larger clientele than it could have done by offline modes of promotion. Advertising on online platforms can also significantly reduce the costs of promotion due to the fact that online promotional contents are reusable whereas its counterpart traditional modes like printing flyers and advertising on newspapers are not (Smith, 2019).
No store maintenance costs: The expenses of John Lewis that it incurs on the maintenance of its high-end departmental store across the UK is very high as they include rents, renovation charges, essential utility bills like electricity and the telephone bills, licences and insurances, payment and pensions of the store employees, shipping charges of the stocks and the cleaning charges. Most of these expenses can be saved by shifting to the online market.
Target Customers: The target customers of John Lewis fall under the age group 20-40 and a major portion of this clientele prefers online shopping over retail shopping. Hence, it is beneficial for John Lewis to focus on the online market.
Ease of Access: Online Shopping enables the customers to shop at any time and from anywhere which saves a lot of time and effort over physically going to the retail stores. This would increase the sales of John Lewis as more customers would be able to shop every day.
Negative Barriers that influence John Lewis to focus on the online platforms
COVID-19 Restrictions: The UK government has imposed several restrictions on non-essential retail stores, resulting John Lewis to keep their stores closed during the lockdowns, which led to severe economic losses for John Lewis as it reported a first-half loss of £ 635 million (reuters.com, 2020).
Changing Social Behaviour: Social Distancing Guideline and their affectivity in controlling the COVID-19 transmission has made the customers avoid public gatherings when possible. Consequently, people now opt to shop online instead of going out to retail stores.
High Inflation: The increasing inflation rate in the UK has increased the cost operation for John Lewis. The increase in the inflation rate in the year 2019 was 1.79% (statista.com, 2021).
Economic Losses: The countrywide lockdown in the initial months of 2020 has led to huge losses to John Lewis as its retail stores remained closed under the orders of the UK government. John Lewis had to take £ 300 million government-aided loans to meet its operating costs after reopening the retail stores (insidermedia.com, 2020).
M3 Use force field analysis to analyse both driving and resisting
forces to show how they influence decision making in a given
organisational context
Figure3: Force Field Analysis of John Lewis' change to focus on e-commerce
The driving forces that influenced John Lewis to focus more on online expansion over retail stores are the low expenses involved in online operations, absence of any additional expenses like rents and cleaning charges to maintain the retail stores and the preference of its target customers to shop online over offline shopping.
The resisting forces that influenced John Lewis to shift its focus on the online market over the offline market are the increasing inflation in the UK that has driven up its expenses, restrictions on its retail stores as well as the changing preference of customers to shop online instead of shopping in retail stores.
D2 Make valid decisions and outcomes based on force field analysis in the context of meeting organisational objectives
The change in the social behaviour of the customers to avoid retail stores in order to avoid COVID-19 transmission and the frequent lockdowns and restrictions imposed by the UK government that forces John Lewis to close their stores leading to financial losses for the company. So it would be a wise decision for John Lewis to shift its focus on online platforms over retail stores.
John Lewis can cut off on the excessive expenses by replacing some of its employees with technology to make the customers' retail experience more efficient and consequently, reduce human contact which can make the customers feel safer in the present COVID-19 situation. John Lewis would also save a lot of operational expenses such as rent, cleaning charges and employee payments by moving to e-commerce.
LO4
P5 Apply different leadership approaches to dealing with change in a range of organisational contexts.
The different leadership theories and approaches can be applied by the management of an organisation to incorporate a change in the firm. They are:
Trait Theory of Leadership: This theory identifies the specific personality traits that the employees possess to distinguish the inherent leaders from non-leaders.
Some of the traits considered as traits of leadership are Knowledge of the business, taking initiatives, tenacity and decision making skills. For example, before the implementation of downsizing its workforce, HSBC Bank can conduct psychoanalytical questionnaires to identify the leaders among its workforce and retain them.
Affiliative Approach of Leadership: This approach focuses on building relationship among team members. In this approach, the leader wants to create harmony and needs empathy from the leader along with effective two-way communication between the leader and the team members. For example, management of Sainsbury's can address the problems that its employees face as a result of the COVID-19 pandemic and mitigate them to ensure their loyalty and satisfaction. This can improve the customer-employee relationships at Sainsbury's and thus improve customer retention, as well as attract new customers.
Democratic Approach: This approach of leadership includes asking the team members for their inputs and considering them while discussing the change (Faiz et al., 2017). By using this approach, a company can utilise its collective human resource to think of innovative solutions to improve the organisation. For example, leaders of Lloyds bank can use this approach to analyse the problems faced by its customers post COVID-19 and come up with new schemes to attract new customers.
Authoritarian Leadership Approach: Authoritarian Leadership involves telling the employees what the leader wants and how they want it done. This leadership approach is very effective if the leader is the most experienced and most skilled of the entire workforce. The leader’s experience can guide the team members to excel at their work in cases of time restraints. For example, Steve Jobs was an authoritarian leader whose firm leadership immensely helped Apple Inc. (ideadrop.co, 2020). However, authoritarian leadership has a negative impact on the long run due to the absence of incorporation of any innovations in the action plan.
M4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks
Effectiveness of Authoritarian Leadership: At the time of reactive organisational changes, the company gets very less time to adapt to adversities. In such times, it is beneficial to let a skilled and experienced leader take major decisions on behalf of the firm as this can save a lot of time. Application of authoritarian leadership in times of reactive organisational changes is beneficial for an organisation.
Effectiveness of Democratic Leadership: During planned organisational changes, effective communication between the management and the employees to convey the targets and visions of the organisation is advantageous as it decreases the scope of misunderstandings and miscommunications in the company. This can increase morale and consequently, the productivity of the workforce. Thus, the Democratic Leadership approach is beneficial at the time of planned organisational changes.
Effectiveness of Affiliative Leadership: At the time of organisational changes, affiliative leadership approach can help the company to ensure loyalty and cooperation from its employees. This can improve the retention rate of a firm and prevent it from losing any valuable human resource to its competitors.
Effectiveness of Trait Theories: During restructuring and downsizing as an organisation, trait theory of leadership can help to identify the potential leaders among the entire workforce and retain them. Psychoanalysis of its workforce through this approach is highly cost-efficient and has shown to increase the productivity of the company. Trait theories of leadership can also help the company to identify its leader type employees at the time of crisis to give them more responsibilities to overcome the crisis.
D3 Critically evaluate the effectiveness of leadership approaches and models of change management
Authoritarian Leadership can positively impact on HSBC as it is highly effective in emergencies and it is ideal for short term implementations to get work done in time restraints. Besides that, it can maintain a highly disciplined workforce. However, it is harmful for long term implementation as no innovation and creativity are considered. Under an authoritarian leader, employees work based on fear of punishment, which is bad for the morale of the team.
Democratic Leadership promotes an innovative and creative environment in HSBC Bank where the morale of workforce increases as their opinions are considered and creative solutions are found for complex problems. On the other hand, this approach is time-consuming and not effective for crises. It can become harmful for HSBC Bank if the workforce is not sufficiently skilled but all opinions are considered.
Affiliative leadership improves work satisfaction and job retention along with an increase in efficiency of HSBC Bank's work force. Strong bonds promote loyalty and understanding in teams. However, strong people focus can lead to less focus on achieving targets and underperformers can go unchecked, leading to a decline in productivity.
Trait theories act as an objective guide to the management of HSBC Bank for selecting leaders. They can also guide individuals to prepare for leader responsibilities. However, they can lead to an elitist misconception of leadership and this approach does not specifically address how much of a trait is needed. Trait theories of leadership do not specify any particular order of preference for the traits either.
.
Conclusion
In an attempt to not lose its clientele over cancelled flights, British Airways has pledged to provide full refunds with alternative fights as soon as it resumes its service. In order to reassure the passengers of the safety standards at British Airways, it has taken several steps. Before boarding the flights, the passengers need to provide negative COVID-19 test results dated not more than 72 hours prior to the time of boarding. Passengers would also need to fill up a Passenger Locator Form in case they are needed to be tracked for quarantine purposes later. Passengers who have tested COVID-19 positive before the date of departure, or are unable to travel on the intended departure date are provided with an option to travel on a later date under the 'Book with Confidence Policy’. On the other hand, NHS has worked to recruit more employees to extend their support to more people and has started several compensatory packages to encourage and attract more frontline workers for their cause.
In times of planned organisational changes such as organisation restructuring that is taking place in HSBC Bank, democratic leadership approach is found to be most effective as it incorporates new ideas in the action plans. However, in times of sudden reactive organisational responses, such response of John Lewis to COVID-19, authoritarian leadership has been the most effective approach as it saves a lot of time.
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