Organisational behaviour

Name:
 2

Introduction
Today, the automotive sector is undergoing a paradigm shift championed by technology,
evolving consumer needs and a sustainability drive (Monye et al., 2023). Inclusively, this is a
case in point with respect to Jaguar Land Rover (JLR), as one of the world’s leading luxury car
makers anyways requires a complete change of leadership within the Manufacturing and
Production department. It endeavours for efficiency, innovation, and globalisation with the
electric car movement in the world at present. This essay aims to deal with the leadership
restructuring within the Manufacturing and Production department in JLR looking into the effect
it holds in regards to organisational structure, culture, and work-life balance of employees
working under teams as well as their opinions regarding roles undertaken in such teams. It will
go ahead to delve deeper into the application of organisational behaviour theories and
management strategies in effecting the change. It will include performance practices,
motivational theories, conflict management, and communication strategies.

History of the Change and Business Context

Industry and Department Orientation

In view of the demand for pollution-friendly vehicles, it feels quite pertinent that JLR has
to innovate and make over its manufacturing and production wing in this respect when the world
is turning towards electrics and stricter emission policies. This is an opportunity and a challenge
as well, and therefore, what the company needs is reorientation in leadership so that the company
can move effectively to its sustainability efforts (Abbas, 2024). The planned restructuring in the
leadership will focus on more collaborative, agile, and innovative organisational structure so that
decisions are made at a faster pace and are better responsive to changes happening in the market.
Change Description

The leadership restructuring within Manufacturing and Production at JLR is to shift away
from the more traditional hierarchical models towards much more decentralised matrix-based
structures (Bolland, 2020). This is meant to help teams’ better take charge of projects so that
more functions, from engineering through supply chain management and quality assurance, can
really collaborate effectively.
 3

Problems and Impact

Leadership restructurings, especially if planned, pose many problems to be solved before

ensuring the easy transition. People can get confused and frustrated when they experience
changing reporting lines, roles, and responsibilities. Also, people are going to resist the change
when they get removed from the actual process of decision-making and where a new structure
threatens existing habits in work. Potential restructuring benefits include better teamwork and
innovation. However, changing scenarios can have risks that manifest themselves in reduced
morale, added stress, and conflict at every level. The possible influence of such changes on
organisational structure, culture, and employee welfare can help management devise ways to
address related challenges and improve the efficacy of the manufacturing and production
department.

Impact on Organisation Structure

Theory Application
Organisational theory frameworks are required to apply to the understanding of
implications of leadership restructuring at JLR and inform how the organisations can adapt to
change. According to Mintzberg's Organisational Configurations theory, several organisational
structures may serve different operational needs (Cuofano, 2024). This will help the company
and its employees adjust easily to the change from a traditional hierarchical approach to a more
fluid, dynamic, and collaborative system as a result of transitioning towards a matrix structure in
JLR.

Figure 1: Mintzberg's Organisational Structure

 4

(Source: Cuofano, 2024)

Effects of Adjustment
This may also facilitate better interaction and teamwork among the concerned groups and
hence enhance decision making and problem solving speeds. For example, production engineers
can integrate more with supply chain managers for better resource use and less waste. This will
be accomplished in a structured manner by having specifications on the tasks and duties expected
of the employees. Employees will be trained and supported so that they can cope with the new
change and know where their input fits in the goals of sustaining the organisation.

Employee Impact
The management needs to ensure that there is proper communication and involvement of
the employees in this restructuring process as they will face changes in their respective roles
(Zito et al., 2021). The regular team meetings and feedback sessions will provide support in the
restructuring process as they allow employees to convey their concerns regarding this whole
restructuring process. An open dialogue can be maintained through the process of restructuring
which to help build trust as it lets employees feel valued during such periods of change.

Impact on Organisational Culture

Theory Application
The use of Schein's Organisational Culture Model is of great use in knowing the impact
culture has on an employee's behaviour and attitudes in the organisation (Psych Safety, 2023).
Since JLR's Manufacturing and Production department is presently undergoing restructuring in
its leadership, then the following aspect needs to be known regarding the change: what influence
it would have on the organisational culture.
 5

Figure 2: Schein's Organisational Culture Model

(Source: Psych Safety, 2023)

The new leadership structure should create an innovative, collaborative, and sustainable
culture. This may also involve the reframing of values for the department to align with the
greater sustainability goals of the company.

Change Impact
If well coordinated, the transition in leadership can bring a much-needed cultural change
in Manufacturing and Production. It can also help to make collaborative and innovative cultures
to stir employees into activities toward sustainability for the organisation, but poor transition can
result in confusion and resistance, thus betraying the expected cultural changes. Leadership must
portray the culture they want people to develop. This includes innovative contributions,
teamwork, and professional development opportunities.

Employee Impact
Cultural change in the department can have very high impacts on role and responsibility
perceptions of employees within an organisation (Lin & Huang, 2021). Employees could be
more empowered to suggest their ideas and take action for sustainability efforts. The impact of
such change will depend on the people involved as well, because some would feel uncomfortable
with this approach and would be accustomed to more rigid and hierarchical types of
environments. To facilitate this change, the managers should support them through training and
other available resources to help the employees cope with the changed expectations. Workshops
 6

for team collaboration, creativity, and problem-solving skills are an effective way to prepare the
workforce to work in such an environment. The leaders need to solicit feedback regularly from
employees to know their comfort level with the cultural shift and work on any issue.

Application to Work-Life Balance and Employee Well-being

Theory Application
According to Karasek's Job Demand-Control Model (1979), there is bound to be
decreased stress as long as there is increased job control (Azeez et al., 2019). For a high demand
environment, the effect is much more pronounced in such areas. In regards to the Manufacturing
and Production of JLR, an increase in job demands through leadership restructurings may most
likely be passed on from its workers with the incorporation of new procedures and changes
expected of the employees in the workplace.

Figure 3: Karasek's Job Demand-Control Model

(Source: Azeez et al., 2019)

Change Impact
Employees are likely to face increased pressures of productivity and performance during
the leadership restructure. The demands may not balance with their personal lives, and they will
feel overwhelmed due to the changes. There may also be provision of flexible work
arrangements by the company in which flexibility can be taken either at home or adjusting the
schedule that enables workers to exercise better control over their working hours. Provisions or
access to mental health resources and stress management may lead to boosting employee
 7

wellbeing as they could have support while dealing with issues associated with the change
process.

Employee Influence
Employees will view the new collaborative structure in terms of empowerment and others
will experience stress as they adjust to the pressures (Kim & Jung2022). Managers must focus on
better communication and resource provision for staff to thrive during this phase. The morale
among employees will be known well by the manager with help from regular check-ins and
feedback sessions. By enhancing the work environment to improve the level of satisfaction as
well as productivity of its employees, JLR improves the success of its manufacturing and
production department.

Managerial Strategies in Enabling Change

Organisational Behaviour Theories

Leadership restructuring change management is one of the ways through which the transition is
made possible. Kotter's Eight Step Change Model provides a leading framework for change in
the creation of urgency, the building of a guiding coalition, and the development of a new
practice. According to Kotter, a united front should ideally be composed of various kinds of
personnel, with members from all levels and territories (Mtd, 2024).

Figure 4: Kotter's Eight Step Change Model

(Source: Mtd, 2024)

 8

Change Facilitation
To start this change in leadership structure, the managers can start by creating the sense
of urgency and the need for change. It will include discussing the current issues that the
department is facing and how this new structure will best suit their problems. Involving the
employees in the process of change and encouraging their participation will help the manager
create buy-in and commitment for the restructuring process. Training and resources are very
critical in helping the employees get adapted to the new structure (Do et al., 2022).

Conflict Management
With this situation, conflict can easily build up when people experience some transition
in life. Changing roles and responsibilities is experienced by employees. Open communication
and collaboration do not allow conflicts; they work as a team for common goals. The managers
should encourage an environment that the employees would feel free to raise their problems and
addressing conflicts constructively. It may require hosting discussions among team members
with a view of encouraging more problem-solving approaches. In this way, it is possible for the
managers in the Manufacturing and Production unit to minimise the negative influence of
conflict and maintaining its productivity.

Leadership Style and Communication Needs

Applying Leadership Theory

The transformational approach might be the most potent motivating tool to promote a
positive working environment during the changing period. Transformational leaders inspire and
motivate their followers by offering an attractive vision and opportunities for creativity and
innovation (Shafi et al., 2020). This change in relation to goals for the JLR's Manufacturing and
Production department is that it creates an approach where the workers will look at restructuring
as a form of organisational change for developmental purposes. Another important aspect to this
transition process is that of servant leadership, in which service and the advancement of the
employee is primarily the focus. The servicing and improvement of teams have kept servant
leaders gathering an atmosphere that respects or enables its employees to make sense out of this
transition.
 9

Communication
The managers need to clearly define lines of communication where the employees would
be able to understand why things are changing and where they fit in the new structure. Through
regular updates, team meetings, and one-on-one check-ins, relevance to employees and
addressing fears due to restructuring will be supported. Such would ensure that employees get
information on time through multiple channels of communication including e-mails, intranet
announcements, and face-to-face meetings.

Employee Engagement
Engaging employees in this process can enhance ownership as well as commitment to the
ultimate goals of the organisation (Schaufeli, 2021). Managers should actively solicit from
workers and involve them in matters of decision-making about how the restructuring will take
place. This approach reduces people's resistance to change because it empowers the involved
employees to play an active role in their working space. Opportunities for professional
development and skill-building can also contribute to employee engagement in this transition.
Managers invest in employee growth while committing to support individual success and build
the culture of continuous improvement within the Manufacturing and Production department.

Conclusion
In the case of restructuring leadership in Jaguar Land Rover's Manufacturing and
Production unit, it can be said that restructuring both presents a challenge and opportunity for the
firm. With the automotive world going towards sustainability and into electric vehicles, JLR has
to change the forms of leadership and management as well. Applying organisational behaviour
theories and effective change management strategies will allow managers to guide the employees
in a smoother transition process that enhances collaboration, innovation, and employee well-
being. The restructuring process has to be taken seriously because it involves changes that will
affect the organisational structure, culture, work-life balance, and employee perception of their
roles. The Manufacturing and Production department would be best to face restructuring
transition through focus on efficient communication, effective conflict management, and
engagement. In such a manner, JLR will achieve the target of sustainable leadership, successfully
transforming through its restructuring into the long-run benefits.
 10

References

Abbas, J. (2024). Does the nexus of corporate social responsibility and green dynamic
capabilities drive firms toward green technological innovation? The moderating role of
green transformational leadership. Technological Forecasting and Social Change, 208,
123698.
Azeez, M., Gambatese, J., & Liu, D. (2019, June). Comparison of job cognitive and physical
demands in different industries for implications on safety outcomes. In Proc., Annual
Conf.—Canadian Society for Civil Engineering. Montreal: Canadian Society for Civil
Engineering.
https://www.researchgate.net/profile/Ding-Liu/publication/334173634_Comparison_of_J
ob_Cognitive_and_Physical_Demands_in_Different_Industries_for_Implications_on_Saf
ety_Outcomes/links/5d1bb8bca6fdcc2462bac652/Comparison-of-Job-Cognitive-and-
Physical-Demands-in-Different-Industries-for-Implications-on-Safety-Outcomes.pdf
Bolland, E. J. (2020). Strategizing: New thinking about strategy, planning, and management.
Emerald Group Publishing.https://books.google.co.in/books?
hl=en&lr=&id=4L3rDwAAQBAJ&oi=fnd&pg=PP1&dq=The+leadership+restructuring+
within+Manufacturing+and+Production+at+JLR+is+to+shift+away+from+the+more+tra
ditional+hierarchical+models+towards+much+more+decentralized+matrix-
based+structures.&ots=R57HjgCkq4&sig=t8m_PrEZnBoNfOFuSvpAtUOP3tw&redir_e
sc=y#v=onepage&q&f=false
Cuofano, G., (2024). Mintzberg Organizational Structure. Business. [Online] Available
at:https://fourweekmba.com/mintzberg-organizational-structure/ Accessed on:
30.10.2024
Do, H., Budhwar, P., Shipton, H., Nguyen, H. D., & Nguyen, B. (2022). Building organizational
resilience, innovation through resource-based management initiatives, organizational
learning and environmental dynamism. Journal of business research, 141, 808-
821.https://doi.org/10.1016/j.jbusres.2021.11.090
Kim, J., & Jung, H. S. (2022). The effect of employee competency and organizational culture on
employees’ perceived stress for better workplace. International Journal of Environmental
Research and Public Health, 19(8), 4428. https://doi.org/10.3390/ijerph19084428
 11

Lin, C. Y., & Huang, C. K. (2021). Employee turnover intentions and job performance from a
planned change: the effects of an organizational learning culture and job satisfaction.
International Journal of Manpower, 42(3), 409-423.
https://www.emerald.com/insight/content/doi/10.1108/IJM-08-2018-0281/full/html
Monye, S. I., Afolalu, S. A., Lawal, S. L., Oluwatoyin, O. A., Adeyemi, A. G., Ughapu, E. I., &
Adegbenjo, A. (2023). Impact of Industry (4. O) in Automobile Industry. In E3S Web of
Conferences (Vol. 430, p. 01222). EDP Sciences.
https://doi.org/10.1051/e3sconf/202343001222

Psych Safety, (2023). Edgar Schein’s Three Layers of Organisational Culture. Three Layers of
Organisational Culture. [Online] Available at: https://psychsafety.co.uk/psychological-
safety-edgar-scheins-three-layers-of-organisational-culture/ Accessed on: 30.10.2024
Schaufeli, W. (2021). Engaging leadership: How to promote work engagement?. Frontiers in
psychology, 12,
754556.https://www.frontiersin.org/journals/psychology/articles/10.3389/
fpsyg.2021.754556/full
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership
on employee creativity: Moderating role of intrinsic motivation. Asia Pacific
Management Review, 25(3), 166-176. https://doi.org/10.1016/j.apmrv.2019.12.002
Zito, M., Ingusci, E., Cortese, C. G., Giancaspro, M. L., Manuti, A., Molino, M., ... & Russo, V.
(2021). Does the end justify the means? The role of organizational communication
among work-from-home employees during the COVID-19 pandemic. International
Journal of Environmental Research and Public Health, 18(8), 3933.
https://doi.org/10.3390/ijerph18083933

Mtd, (2024). Putting Kotter’s 8-Step Change Model Into Action. Mtd. [Online] Available at:

https://www.mtdtraining.com/blog/kotters-8-step-change-model.htm Accessed on: 30.10.2024

Total word count: 2085

12