Change Management Report: Models, Strategies, and Implementation Plan

This report provides a comprehensive overview of change management strategies, models, and implementation plans. It begins with an executive summary highlighting the importance of change management for organizational efficiency and employee acceptance. The report then delves into the core concepts of change management, defining its strategic role in guiding organizational transitions and reducing resistance to change. It explores various change management models, including Lewin's three-stage model (unfreeze, change, refreeze) and Kotter's eight-step model. The report further details a practical change management plan, focusing on the implementation of a new ERP system as a case study. This includes outlining the rationale, identifying involved parties (stakeholders), detailing the actions required (employee training, awareness), and discussing expected results. The report concludes by emphasizing the significance of continuous monitoring and adaptation to ensure the successful integration of change within an organization. This report is a valuable resource for students seeking to understand and apply effective change management practices.

RUNNING HEAD: CHANGE MANAGEMENT 0
2020
Change Management
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Executive Summary
Change management strategy is regarded as the plans to be carried out for the embracing and
acceptance of all the members into the organization which can bring efficiency at the workplace.
The purpose of this report is to increase the knowledge about the change management strategy
and also creating a change management intervention. The research is made from the academic
books and journal articles used as the secondary sources for the analysis. The results of the report
determine the change management interventions which seeks to evaluate the appropriate
execution of the change within the organization through following a change management plan.

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Contents
Introduction......................................................................................................................................3
Change Management Strategy.........................................................................................................3
Change Management Models..........................................................................................................4
Lewin’s Change Management Model..........................................................................................4
Kotter’s Change Management Model..........................................................................................5
Change Management Plan...............................................................................................................5
Description of Change.................................................................................................................6
Rationale/Purpose........................................................................................................................6
Involved parties............................................................................................................................6
Actions Taken..............................................................................................................................6
Results..........................................................................................................................................7
Conclusion.......................................................................................................................................7
References........................................................................................................................................8

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Introduction
Change management strategy relates to the transitions of the organization to undertake the
successful changes and make the proper functioning of organization strategically (Altamony, et
al., 2016). It seeks to evaluate the plans of actions which are needed to be undertaken for the
successful changes which certainly create the abilities of the employees to accept and embrace
the change in the current business environment. Moreover, the change management models are
describing the relevant ways by which change is executed strategically with lower employee
resistances (Al-Haddad & Kotnour, 2015). Here, the report will highlight the strategic change
models in order to shed light on the change management strategy and also helping in making a
forward planning for the process of change. Also, the report has highlighted the successful
intervention for the change through the discussion of the change and actions will be undertaken
for the successful execution of the change.
Change Management Strategy
Change management strategy is defined as the significant ways by which the organization makes
the plan which identifies the change is successfully placed and accepted by all of the
organization. This involves the support of change management team which can make sure the
successful success of the change process through undertaking the steps accordingly. The major
impact of change is on the human side of organization (Cameron & Green, 2015). Thus, the
major goal of the organizational change strategy is to make the employees understand the need
for change and make significant steps for making the changes accordingly. Moreover, this can
make a stronger bond of people between the employees and the senior managers. Change
management strategy is more about the process or a framework which will involve the
alternative solutions for making the employees adopt to the small changes and work closely with
the people who are affected by the change. The change management strategy involves the
undertaking of the steps which are crucial for making a successful change through the use of the
significant tools and techniques.
Change management strategy is important for the organization as this certainly helps in the
reducing the resistances of changes and also helps in the creation of the environment which is
open minded and also open for the change (Imran, et al., 2016). This can lead to efficiency and

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effectiveness of the organization. This strategy is important as this certainly opens the line of
communication with the employees and helps in the building of trust within the employees on
the decisions of top-level management of the organization. Besides, this strategy can help the
organization to maintain consistency in the innovative thinking of the organization and create an
approach for the adaptive workplaces. A successful change management strategy also involves
bringing together the people and making a better plan for the management of the expectations for
others and taking feedback from the employees and other people for the successful execution of
change. This can certainly involve the change management models for following a process of
change (Hughes, et al., 2016).
Change Management Models
Change management is regarded as the ongoing process of making the changes which certainly
requires time, expertise and knowledge of the peculiar subject which can lead to the effective
implementation of the change process. This needs not only involvement but also support of the
managers and the employees which are affected by the change (Bhatt, 2017). This involves the
application of the change management models which can be helpful in figuring out the changes
and actions undertaken for the desired state of change. The following are some of the approaches
or models for the change management strategy:
Lewin’s Change Management Model
Lewin’s change management model is related to making the changes for the understanding of the
organizational and structured change. This model of change is regarded as structured changes
which are to be explained as the blocks of the ice. There are three stages into the change
management models which comprises of the unfreeze, change and refreeze (Cummings, et al.,
2016). The first stage under the model is unfreeze which identifies the preparation of the change.
At this the organization attempts to create the awareness of the change and communicate the
changes through vocalizing the benefits of change which can certainly motivate them for the
change. Further, the next step under the model identifies the actual execution of change. This
stage takes time as this certainly involves the actual change through embracing of new
beginnings and developmental changes. The lasts stage under the model is the refreeze which
allows the organization to embrace and implement the changes so that the organizations can
make the stabilize the changes (Wojciechowski, et al., 2016). This can create the tendency of the

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changes which are successfully acquired by the organization. Also, this stage helps in
determining that the change is implemented as per the objective.
Kotter’s Change Management Model
This change management model is one of the popular models and is widely accepted model all
over the world. This model was given by John P. Kotter which comprises of the eight stages
which comprises of people’s response to the change.
 First stage is associated with the creation of urgency for the change so as to motivate
employees to move forward (Haas, et al., 2020).
 The second step is related with the building up of the right team which includes the
mixture of skill, knowledge and commitment.
 Further, this involves creation of vision through the appropriate strategy.
 Making communication is the next step which involves making interaction for making
the employees aware of the new change.
 Fifth step is associated with get the things moving through empowerment and support
which attempts to get the support of the employees and the managers (Pollack & Pollack,
2015).
 Focusing on the short-term goals which are attainable and small.
 Seventh step is related with keeping persistence which allows the mangers to not to give
up in the difficult situations.
 Lastly, the model involves the management of change effectively by reinforcing it into
the workplace culture.
Change Management Plan
Strategic change intervention is related with set of planned activities which are duly adopted for
the making the change through involving the internal and internal people. This will be specified
by the specific change management plan which involves the suitable actions which are to be used
for the purpose of bringing a positive change into the organization which can bring productivity
at the workplace (Helfat & Martin, 2015). The following is the recommended change
intervention or change management plan for an appropriate change.

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Description of Change
Change is required for making a constant evolution into the business. Because of this, the
organization tends to bring the implementation of new technology. Bringing up of the new
technology can be the change into the organization which can enhance the capability of the
organization and can be innovative technique for the competitive advantage. Being specific,
implementation of ERP system can be the innovative technology for serving of the customers in
a better way (Alrabiah & Drew, 2018).
Rationale/Purpose
The purpose bringing change is to bring productivity at the workplace and motivate the
employees to effectively. This technology as a change can create a competitive parity and also
enables the organization to satisfy the customers with the increased efforts through acquiring the
knowledge and expertise for the system (Altamony, et al., 2016). The purpose of this change is to
evolve at a standstill and create the urgency to not to fall behind the competitors through making
a foregone change into the business process.
Involved parties
After the organizations has determined the desired change which is needed to be made, it is
important to assess the parties who can get affected by the change. These involved parties are the
stakeholders which have an impact on the change. The stakeholders in this case who can get
affected are customers, employees and the managers (Cameron & Green, 2015). This will also
determine the early adopters and also examining the people who can resist the change and
planning to reach those effectively.
Actions Taken
The change of ERP system requires the suitable actions which are needed to be undertaken for
the successful implementation of change (Altamony, et al., 2016). This will require the training
given for the employees for the proficient handling of the system and also undertaking steps for
the motivation of the employees to accept the change and work effectively. This will also involve
the creation of foregone awareness about the change which can reduce the future resistances.

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Results
It is important for the organization to evaluate the results of the change process which will
determine the gaps which are needed to be fulfilled. The organization can make the adoption of
the new change by incorporating into the culture and accessing the challenges faced in the return
of new technology (Al-Haddad & Kotnour, 2015).
Conclusion
To conclude, this can be said that change management strategy is an important part of the
organization which enables the organization to plan and execute the changes accordingly. This
strategy is seen as the act of making a desired change through the reduced resistances and
bringing efficiency and effectiveness. Here, the report has examined the change strategy as the
chosen topic and its importance into the organization. Also, the report has drawn attention to the
change management models which can certainly help the company to create and manage the
desired state of change. Lastly, the report has highlighted the recommended plan for the change
management which comprises of the change and the possible actions which can effectively affect
the change. Moreover, the change is required to be monitored in order to reduce the resistances.

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References
Al-Haddad, S. & Kotnour, T., 2015. Integrating the organizational change literature: a model for
successful change. Journal of organizational change management.
Alrabiah, A. & Drew, S., 2018. Formulating optimal business process change decisions using a
computational hierarchical change management structure framework: A case study. Journal of
Systems and Information Technology, 20(2), pp. 207-240.
Altamony, H., Al-Salti, Z., Al-Salti, A. & Elyas, T., 2016. The relationship between change
management strategy and successful enterprise resource planning (ERP) implementations: A
theoretical perspective. International Journal of Business Management and Economic Research,
7(4), pp. 690-703.
Bhatt, R., 2017. Theoretical perspective of change management. CLEAR International Journal
of Research in Commerce & Management, 8(2).
Cameron, E. & Green, M., 2015. Making sense of change management: A complete guide to the
models, tools and techniques of organizational change. s.l.:Kogan Page Publishers.
Cummings, S., Bridgman, T. & Brown, K., 2016. Unfreezing change as three steps: Rethinking
Kurt Lewin’s legacy for change management. Human relations, 69(1), pp. 33-60.
Haas, M. et al., 2020. DidacticsRevolution: Applying Kotter’s 8-Step Change Management
Model to Residency Didactics. Western Journal of Emergency Medicine, 21(1), p. 65.
Helfat, C. & Martin, J., 2015. Dynamic managerial capabilities: Review and assessment of
managerial impact on strategic change. Journal of management, 41(5), pp. 1281-1312.
Hughes, D., Dwivedi, Y., Simintiras, A. & Rana, N., 2016. Change Management. In: Success
and Failure of IS/IT Projects. s.l.:Springer, pp. 57-65.
Imran, M., Rehman, C., Aslam, U. & Bilal, A., 2016. What’s organization knowledge
management strategy for successful change implementation?. Journal of Organizational Change
Management.

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Pollack, J. & Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1), pp.
51-66.
Wojciechowski, E., Pearsall, T., Murphy, P. & French, E., 2016. A case review: Integrating
Lewin’s theory with lean’s system approach for change. Online journal of issues in nursing,
21(2).