Management of Change

Running Head: MANAGEMENT OF CHANGE
Management of change
Student’s Name
University Name
Author’s Note

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Table of Contents
Analysis of the nature of change and the reasons behind change....................................................3
Appropriateness of change approach of Cheryl hailstorm in Lakeland wonders............................4
The Burne’stheory of Change Management................................................................................4
Alternative Change management strategies based on Lewin's Change management model..........6
Pest analysis for change needs.........................................................................................................8
Reference List and Bibliography...................................................................................................11

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Analysis of the nature of change and the reasons behind change
Lakeland wonders’senior vice president mark had appointed Cheryl with the objective of taking
the 94-year-old family company to the next level. It was evident that the organisation desperately
needed change for transforming its scope of business.
The fire metaphor related to organisational change was applicable towards the transformation
journey of the organisation, as highlighted in the topic one video (Beech, 2017). In this context,
it is evident that Cheryl should have led the Organisation by example. In order to make the
Lakeland Wonders compatible for serving a wider customer base, the necessary changes like
pounding a tighter schedule for visiting customers, setting of aggressive deadlines for the
upcoming projects as well as for position of Bonus scheme or improvement of working cycle
times of employees where undertaken by her.
One of the most competitive strategies of operating in a bigger market is to look up to
development of a price competitiveness that can be realised through efficient cross cutting.
Cheryl targeted Lakeland wonders to become exclusive suppliers to the unique line of wooden
toys of Bull’s eye stores. With this objective she also emphasized on ensuring greater profits
from such exclusive orders for the organization (McNulty et al. 2002). This needed conformity
of meeting the pricing requirements of Bull's Eye Stores. This was a significant opportunity of
cost cutting for the organisation and her preposition was to establish manufacturing capacity in
Offshore locations.
As Global organisations tends to outsource productions for cheaper raw materials and
cheaplabour, Cheryl intended the same for Lakeland wonders (Dandash, H, 2015).
Speaking of a greater customer base she had the intention of hitting on to the mid-market
alongside the upscale market also. Again, in order to do so it was necessary to bring down the
operating costs.Nevertheless, the resistance to change in this organisation came from an
equivalent hierarchy layer.
In this relation, the Bridges transition model of Change management can be highlighted. This
model incorporates three levels of Change management. The basic strength of this model is that
it technically demonstrates the specific transition phases which can be uncomfortable for several
stakeholders. As an outcome, there are chances of resistance from those specific stakeholder

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groups. The later phases of this model also highlight show such organisational resistance towards
change can be overcome. After the first stage the individual stakeholders realise the practical
importance of the change and also understands the ways in which the organisation might lose
resources and assets if that change is not implemented.
Researchers describe this stage as an emotional rollercoaster for the employees. feelings of
anxiety, depression as well as fear of losing job are evident among the employees because of
which they resist the change. As we can see in the case study, Mike was not ready to open a
factory in China at that time. He was concerned with the fact that if Cheryl's proposal was
granted, the organisation would lose focus from the operations in the home location. The design
director of the company also had the same attitude. Hence, analysing the case study from the
perspective of the neutral zone of this Change management model, it can be highlighted that a
psychological shift was very necessary for implementation of change. In this context, it can be
highlighted that Cheryl needed to implement more elastic give presentation and put forward most
significant value points in order to convince the stakeholders regarding why it is necessary to
shift the production line to outsourced markets in the future. She had to justify how how the
factor associated with “handcrafted in USA” can still be supplemented with products coming
from Overseas factories.
Appropriateness of change approach of Cheryl hailstorm in Lakeland wonders.
The Burne’stheory of Change Management
There are four levels of Change management in any organisation according to this theory. The
first and second level of change approaches associated with the organisation where the first level
is related with a gradual transformational change where is the second level is associated with
Rapid transformation change. The focus on the first level of change is a culture and in the second
level it is the structure and process of the organisation. The approaching in the first case should
be that of an emergent change and in the second case it should be a bold change approach. In the
Third Level the change takes place at individual or group level and the same is applicable in the
4th Stage of this model. The focus in the third stage is in changing that you are behaviour and in
the 4th Stage it is changing the tasks and procedures of individual or groups in the organisation.