Managing Culture and Change

This article discusses the different management change models used by National Australia Bank to adapt to new changes and ensure efficiency in work. The models discussed include Lewin's management change model, Kotter's 8 step change model, Kubler-Rose change model, and ADKAR change model. The article explains the steps involved in each model and how they can be applied in the bank. The importance of change in an organization is also highlighted.

Managing Culture and Change
Managing Culture and Change
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Managing Culture and Change
Management change model in National Australia Bank
Introduction.
Management refers to organization and coordination of duties within an enterprise so
as to attain the necessary goals (Beech & MacIntosh, 2017 p.89).Management is based on
principles such as planning, organizing, coordinating and motivation .All these principles aim
to attain the objectives, mission and vision of an organization. The National Australia Bank
uses the principles of management so as to ensure there is smooth running. The bank uses
different concepts of management and the models of management. The models helps to
coerce different entities which in so doing it facilitates success in the market.
The following management change models helps the National Australia Bank to adapt to new
changes.
The Lewin’s management change model.
The model argues that change in an organization should not be so complex (Beech &
MacIntosh, 2017 p.200).Lewin’s in fact gave three steps which National Australia Bank can
follow so as to come up with appropriate change.
 Unfreezing.
o This forms the initial step of change in every organization. National Australia
Bank need to follow the aspect of unfreezing so as to initiate a change. The
step starts by creating awareness in the bank .The awareness advocates on how
the existing status in the bank is hindering success (Butt Naaranoja,
Savolainen, 2016 p.34).Also the old behaviours of performing duties in the
bank follows in this step. Managers creates awareness when a new change is
formulated. They inform subordinates on how the change will be an

Managing Culture and Change
importance for the entire bank. Subordinates in the bank are motivated so as to
accept the change.
 Changing.
o It is also known as the transmitting stage. This part involves the
implementation of the new change within the organization. Bank struggles
with the new change. All workers are aware about the change and therefore
they work towards the achievement of goals. Issue of communication, saving
time and support is critical at this stage (Doppelt, 2017 p.41).
 Refreezing.
o This forms the final stage of change. The bank follows this step by
reinforcing, solidifying and stabilizing to a new state after the change.
Employees in the bank don’t go back to old behaviours of doing things.
Efforts need to work so as to retain the change at this stage in the bank.
Kotter’s 8 step change model.
The model describes different steps that an organization can follow so as to bring a
change .The National Australia Bank need to follow these steps so as to ensure there is
efficiency in work. The steps are;
Creating urgency (Doppelt, 2017 p.84).This means that if the bank need to change it should
ensure each work is willing to adapt to change. The managers in the bank should develop a
sense towards the change so as to convince everyone to work towards the change. Threats
and opportunities should be identified.
Forming coalitions (Doppelt, 2017 p.121).The management body should educate
subordinates on how the change is important to the bank.

Managing Culture and Change
Coming up with a vision about the change in the bank. Vision will direct employees and
therefore helping the bank to succeed in the market.
Kubler –Rose change model.
Kubler described stages which are experienced during change (Morrish,2013 p.72).Kubler
describes how people feel when experiencing change .In our case the bank should follow
kublers models in following ways;
Through the acceptance .When managers in bank initiates new changes workers will realise
that there is no essence of refusing the change and therefore they work by all means in order
to accept the change.
Through the concept of depression. People realise that bargaining too much for a change has
no profits. Therefore workers in bank will realise that change is important to them and then
they need to see the benefits of change but not the losses (Morrish, 2013 p.162).
Through the concept of denial. Denial is a feeling that many people develop so as to refuse
change. This means that in order the bank to change then the workers need to absorb the
change and then have thoughts to believe a change is happening.
ADKAR change model.
The bank should follow the following measures described in ADKAR model.
Coming up with management plans (Naotunna, 2013 p.90).This starts from the top
management in the bank. The bank need to use project plans together with management
plans. For change to occur then bank need to consider communication plans, training plans
and sponsorship plans.

Managing Culture and Change
Developing strategies for measuring progress. The bank need to come up with effective
measures that will assist in measuring changes .This means that after the top management in
the bank have already communicated change to different entities then an assessment should
be formulated. The assessment will focus to record the number which is interested with the
change and how the change has been used in bank (Naotunna, 2013 p.97).
Leaders to coach the sub-ordinates through the change in bank.Chnge in the bank will start
from the managers or the supervisors involved. This is to mean that employee in bank will
check on what leaders are doing and then conform themselves to the change (Pugh, 2016
p.71).
Conclusion.
Change is important for an organization. National Australia Bank then need to follow
the effective model which will lead to change .There is no specific model for each section or
department (Pugh, 2016 p.101)This is to mean that any department in the bank can use any
management change model.

Managing Culture and Change
References.
Beech, N. and MacIntosh, R., 2017. Managing change: Enquiry and action. Cambridge
University Press.
Butt, A., Naaranoja, M. and Savolainen, J., 2016. Project change stakeholder
communication. International Journal of Project Management, 34(8), pp.1579-1595.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Morrish, I., 2013. Aspects of educational change. Routledge.
Naotunna, S., 2013. Employees commitment to planned change in apparel industry in Sri
Lanka: An application of three component change model. International Journal of Arts and
Commerce, 2, pp.97-108.
Pugh, L., 2016. Change management in information services. Routledge.