Change Management Report 2022

CHANGE MANAGEMENT
CASE STUDY OF GENERAL MOTORS
STUDENT DETAILS
2020

CHANGE MANAGEMENT 1
Table of Contents
Introduction................................................................................................................................2
Case Background.......................................................................................................................2
Kotter’s eight-step and Lewin’s three-step model.....................................................................2
Changes at GM...........................................................................................................................3
Conclusion..................................................................................................................................4
References..................................................................................................................................6

CHANGE MANAGEMENT 2
Introduction
Change is required to be implemented within the organisation to ensure the efficiency
of the organisational activities and to ensure that the organisation is able to meet its goals and
objectives along with competing within the industry. The change can be managed within the
organisation by ensuring that the stakeholders within the organisation are involved within the
process and the activities are planned accordingly so that the organisation can effectively
implement change within the organisation (Beech & MacIntosh, 2017). The report focuses
on the analysis of the change management at General Motors, based on the Lewin’s change
model and Kotter’s change model and understanding the effectiveness of the changes within
the organisation.
Case Background
The case is based on the changes that were introduced by the Plant Manager (PM) at
the GM’s Elizabeth Complex at South Australia. The plant was operating with ill-maintained
machinery and was under the threat to close down its business operations. Therefore, to
improve the condition of the plant the senior manager focused on hiring a new plant manager
and made it clear that significant changes will be made to improve the productivity of the
plant. The new plant manager focused on implementing an effective five-year change
programme that includes the unions, employees and other stakeholders of the organisation.
As to ensure the success of the change management it is required that the management
focuses on the organisation’s stakeholders within the industry (Dawson & Andriopoulos,
2017).
Kotter’s eight-step and Lewin’s three-step model
The organisation is required to effectively implement the change within the
organisation and to implement the change it is required that the management focuses on the
change theories by different researchers so that the organisational effectiveness can be
achieved.
Lewin’s Change model defined by Kurt Lewin, explains that the change within the
organisation is required to focus on the management is required to focus on creating a
perception for change within the organisation, then taking steps to implement change within
the organisation and then solidifying the new change within the organisation. The three steps
are defined as Unfreezing, Changing and Refreezing. Under which the Unfreezing step
involves that the organisation focusses on introducing the change required within the