Change Management Models and Theories for Job International Ltd.

Change and
Transformation

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Question 1: Consultant to Mr Jacobs...............................................................................................3
Question 2: Response as Mr Jacobs in response to consultant’s report...........................................7
Question 3: Responding the Managing Director of JI (India) with an Action Plan for turning the
situation round within six months and preparing the ground for the introduction of the Australian
and North American business..........................................................................................................9
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14
APPENDIX....................................................................................................................................15

INTRODUCTION
Change is basically a variation in the general way of conducting the things and in context
to organisation, it results in many positive aspects which leads to retain a competitive edge and
also remaining relevant within business area. This concept encourages innovation, develops staff
and skills along with resulting in effective business opportunities as well as improving morale of
employees (Cardellino and Woolner, 2020). This report is based on the case study of Job
International (India) Ltd. and in context to this case study, there will be discussion on the
information and serious accepting of the organisational change management models and theories
through answering different questions. Within this report, there will be answers that are based on
critical analysis of implications of organisational change. Moreover, this report also includes
organisational change management theories to practices and solving problem application.
Furthermore, there will also be an action plan for turning the situation within the workplace
regarding organisational change.
MAIN BODY
Question 1: Consultant to Mr Jacobs
i. What would your recommendations be as to how Mr Jacobs should proceed?
Answer:
As per the case study, there are some changes within the workplace of Job International
Ltd. that are recommended to be done by Mr.Jacob. The personnel should apply as well as
execute different theories and models of change management that will provide assistance to it in
running and operating its London Office in a smooth way (Chlopczyk, 2019). There are various
theories and models of change management that are described as follows which will assist
Mr.Jacobs in gaining the understanding and analysing which one is effective and suitable for the
growth and development of its business.
Lewin’s Change Management Model
This model was introduced in the year 1950 by Kurt Lewin’s and within this model there
are three different stages which are discussed as under:
 Unfreeze: It is the stage of planning and also examines how effects are presently
deployed for operating as well as controlling anything has to be varied for attaining
chosen effects. Changes can be made to Mr.Jacob’s case for supervising, defining and

knowing what to expect at this period so that everyone who is impacted from it gets
organised.
 Change: It is period of performing or operating that includes to extrude into action and
staying interconnected along with assisting all the supervision involved in such step.
 Refreeze: When changes are taking shape and people have encompassed new ways of
operating then at this stage organisation is ready to refreeze (Christensen and Jones,
2020). This stage requires to assist people as well as business to internalise the changes.
Kotter’s Change Management Model
This model was introduced by John Kotter in the year 1996 and is effective in getting
quick results that facilitate an organisation in gaining competitive advantage (Dutta, 2018).
This model consists of eight steps and these steps include creating a sense of urgency,
forming string guiding coalitions, building strategy and vision, communicating vision,
eliminating obstacles, encouraging manpower to act, developing short-term goals,
consolidating gains as well as strengthening change through anchoring change in culture.
First of all, urgency is created for empowering people then all departments of organisation
are provided assistance with support of such theory and after that an strategic idea gets