Change Management
Module Assignment
Contents
Introduction Page 3
Transactional and Transformational Managers Page 4
Kurt Lewin Contribution to Change Management Page 8
Conclusion Page 14
Bibliography Page 15
Introduction
Considering whether transactional and transformational managers need to work side by
side for an organization to be successful is an interesting prognosis. This will be discussed
in detail within this report. It will highlight the differences between the two management
styles and relate them to the authors department, the Medium Section Mill at Scunthorpe.
Through the analysis, it will seek to find justification to the statement, and whether or not
there is room for both management styles.
The report will also critically analyse Kurt Lewins main contribution to change
management. There is currently a major capital project ongoing at the Medium Section
Mill and so all employees are being affected by change in one way or another. Lewins
whole change process will be looked at, including Force Field Analysis and the three
stages of implementing a successful change, Unfreezing, Changing and Refreezing.
Transactional and Transformational Managers
Like most other companies, Corus has many transactional and transformational managers.
Whether this is a good mixture for running a successful organisation is open to opinion and
interpretation. In many ways, transformational leadership is not necessarily a complete
alternative to the transactional style of management.
“œTransformational leadership is not a substitute for transactional leadership; rather, it can
be a complement. Previous research has found that transformational leadership augments
the effects of transactional leadership (Avolio, B, J, et al 1988)
A clear understanding is required of the differences between the two types of management.
Transactional Style, Authoritarian.
“œManagers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. Management style is
transactional, in that the manager tells the subordinate what to do, and the subordinate does
this not because they are a blind robot, but because they have been promised a reward (at
minimum their salary) for doing so.
(http://changingminds.org/disciplines/leadership/articles/manager_leader.htm)
These managers are focused on getting the job done, often within tight constraints of time
and money. They recognize that they are subordinates too. This management approach is
averse to taking risks. The managers themselves seek to avoid conflict where possible and
generally like to keep the workforce happy.
Transformational Style, Leaders.
Transformational managers are usually categorised as leaders. They are prepared to give
up formal authoritarian control to attract followers. These people are usually charismatic
individuals and are happy moving out of their comfort zone. They interact very well with
