Change Management in Organisational Context: A Case Study Analysis

CHANGE MANAGEMENT

Executive Summary
The paper deals with the concept of change management in a given organisational context. The
researcher here aims to evaluate the scenario of a given case study from the view point of
Lewin’s change management model and thereby provides a recommendatory note for the
management in order to achieve the long-term goal of sustainability in the operations in most
optimum manner.
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Table of Contents
1.0 Introduction................................................................................................................................4
2.0 Change Indicators......................................................................................................................4
3.0 Change Management Theory.....................................................................................................5
3.1 Unfreeze.................................................................................................................................6
3.2 Change...................................................................................................................................7
3.3 Refreeze.................................................................................................................................9
4.0 Recommendation.......................................................................................................................9
5.0 Conclusion...............................................................................................................................10
References......................................................................................................................................11
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1.0 Introduction
The concept of change management may be considered to be an integral aspect of the studies and
theories of organisational behaviour. The instant report deals with the analysis of a given case
study scenario of The Claymore Consultants, in the context of change management. The report
introduces the topic followed by the brief discussion in the change indicators and the same has
also been corroborated with reference to change management theory of Lewin's change
management model. The findings enable the researcher to draw the recommendation for the
instant case which follows the concluding note for the paper.
2.0 Change Indicators
The Claymore Consultants works on the consultancy industry where they are used to provide
consultants to the organizations needed advice regarding structures, data maintaining, operation
and technology. The progress ratio of this industry is very high as many new businesses are
trying to set up their position in the Australian market and they also want to take advice from
experts so that they can increase the growth ratio of the business. Thereafter, many organizations
are willing to implement the change management process to set up the organization in a new
manner (Cooper, 2018). There are three different segments of the industry where the change is
necessary.
 Structure: the structure of the organization indicates the hierarchy of the employees and
the jobs they perform individually to meet the goal of the company. The structure of the
consulting industry is developed in such a manner that the workability and function of
one section cannot affect the other sections. Claymore Consultants has different
operational segments and their structures are different from one another. Angus and
Hamish started the business together and also tried to maintain the main responsibilities
together only. It was becoming difficult day by day when their business has started to
spread and they are having more demands from their clients. They also tried to handle the
responsibilities of different segments to different team leaders but it also doesn’t work
because the co-ordinations are not matches and created trust issues within the employees
(Devaney, 2019). Significance is necessary for maintaining the structure of the
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