Leading and Managing Change

Leading and managing
Change

Table of Contents
Introduction......................................................................................................................................3
Part 1................................................................................................................................................3
Kaleidoscope Model.....................................................................................................................3
Part 2................................................................................................................................................7
Theories to overcome the resistance to change............................................................................7
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

Introduction
Due to the changing external environment there are a number of changes which are brought
in organisation every day. It is necessary for managers in an organisation to make sure that they
are effectively leading through these changes in an organisation meeting all the new demands
and expectations of their customers. It is necessary for them to communicate the rationale of
changes to the employs and also inspire them throughout the process of change. The following
report consist of the change which was brought by Gestner in IBM (Ratnapalan, 2019). IBM was
first formed as computing tabulating and recording. The case study provided determines the
problems that were faced by IBM in early 1990s. Louis Vincent Gestner was appointed as
chairman in April 1993 in order to bring in the changes required to IBM. There were a number of
steps that were taken by Gestner in order to make sure that he is bringing in the organisation into
profits. The report consist of kaleidoscope model and various theories of change that explains
house different steps were taken by Gestner in order to make sure that he is overcoming the
shortfalls in organisation.
Part 1
Kaleidoscope Model
The model of change kaleidoscope was determined by Balogun and Hailey in 2004.It was
developed to help the change agent who is facing a bewildering array of different decision
implementation design of choices which are needed to make sure how the changes in an
organisation will be implemented (Baltyn, 2016). There are a number of range of decisions
choices based upon the nature of change, some of the aspect of organisational change whereas
others are the factors designs. When taking the change kaleidoscope in organisation into
consideration when Gestner took over. There are five categories of design choices as discussed
below:
Change path: there are a number of different changes which depends upon the change of path
and the incremental way of the path. It is necessary for the leader to understand different levels
of organisation and their readiness to apply the change. The change path in IBM included a

number of different objectives. It was necessary to make sure that the basic agenda will be cost-
cutting in the organisation.
Change the start point: The start point is defining the point at which the organisation is wishing
to initiate the changes. It is often seen in a number of cases that significant change in
organisation is needed to be approved by the top authorities. Therefore it is a top to down process
that says where the changes are starting and the start is to be at senior executive level. Cost-
cutting was considered to be the initiating point of change in IBM. There were a number of steps
taken by Gestner in order to make sure that these changes are bringing benefits to the
organisation and one of the major key element was the payroll paid by the company.
Change style: The change style refers to the sort of approach that is wish to be adopted by
management team (Donald, 2019). It can relate to a number of range from collaboration to
coercion. The style which was adopted by Gestner was to look at the marketplace and also
arrange the salary structure in the organisation. It was necessary to make sure that they are
paying the employs according to their roles in the organisation and the market oriented rates.
Change target: The researchers explain that the change is to get an individual level and also
perform outputs in an organisation as a whole. It is necessary that change in behaviour of people
within an organisation can be brought along with shifting their values. The major target of all the
changes that was brought in the organisation was to make sure that they are creating faster jobs
in the organisation. It was necessary to make sure that they are reducing the job cuts from 5000
to 1200.
Change roles: Change in role refers to change that is needed implemented in an organisation
regarding the rules and responsibilities of employees. Change in rules was seen as major step
taken by Gestner was to make sure that he is reconstructing human resource of the organisation.
The human resource was responsible to react with expansion of stuff and also turns separate
business with bringing them benefits. With all these changes Gestner was successful in changing
various roles of human resource specialist and employees in the organisation.
Other than these types of changes there are a total of three rings in the kaleidoscope. The
outer ring relies on a broader strategic adjustment context. The central ring release specific
contextual issues which are required to be considered when expressing a revolution plan.