Managing Change in Organisations: Assignment
Added on 2021-01-02
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Managing Change in Organisations
TABLE OF CONTENTSINTRODUCTION ..........................................................................................................................3MAIN BODY...................................................................................................................................3Question 1 Define and contrast nature of the change process ...............................................3Question 2 Identify key stakeholders and how might senior management have identified mainareas' support or resistance ....................................................................................................7Question 3 How effectively you feel the change process was managed in term of issues thatsurrounded knowledge management, tracking and migration..............................................10Question 4 Comparison and contrast of two models that help senior managers to diagnose andplan change in an organisation.............................................................................................11CONCLUSION..............................................................................................................................13REFERENCES..............................................................................................................................14
INTRODUCTION Change management refers to the process of simplifying organisational transitions inorder to achieve the set goals and objectives. It helps to understand, commit, accept and embracethe changes taking place within an organisation and to create a business environment which isdynamic and secure (Termeer, Dewulf and Biesbroek, 2017). Several reasons in which anorganisation considers change management plan includes aligning existing resources,diminishing risk, inefficiency, etc. It helps to concentrate on increasing growth opportunities atworkplace.The below report is based on Zurich UK Life group which is having more than 60000employees and numerous branches across the globe. The firm has more than 7000 employeesworking under its group in United Kingdom. The report is developed in order to understand thechanges implemented by the executive team of Zurich UK Life to improve the organisationalefficiency. Underpinning these changes, the report tends to demonstrate key drivers of change ineach case. Along with it, the report explores the key discussion of the stakeholders whichsupports or resists the planned activities in Zurich by the organisation (Whyte, Stasis andLindkvist, 2016). Also, the report explains knowledge management, tracking and migration incontext of the Zurich UK Life group. MAIN BODYQuestion 1 Define and contrast nature of the change process The process of change management refers to a process that simplifies organisationaltransitions in order to achieve its set goals and objectives. It includes the usage of different toolsutilised by an organisation which helps individuals in the organisational environment to gainsuccessful results for the organisation such as Zurich UK life. In Zurich UK life, the systematicapproach is used in order to deal with a number of transitions and transformation whilesuccessfully implementing the change. While managing change, controlling is an importantstrategy that is used in the organisation to manage its alteration (Termeer, Dewulf and Biesbroek,2017). In contrast, it is stated that change management enabled clear plan for Zurich UK lifewith strategic and structured approach for accomplishing desired results at workplace. (Wilke,3
Lisa Rossum and Wouter Dirk Have, 2018). The organisations process of change revolvedaround the organisation's public policy, competition and regulations. In addition to this, retail distribution review was the biggest change that was hitting theindustry. The new appointed CEO changed the organisation by using strategies such as externalfacilitating which helped Zurich UK life to look for strategy, vision, culture and behaviour. Nature of changeThe changes adopted by the organisation required a number of evaluations andunderstanding. It allows the organisation to make the specific required changes and implementthem accordingly. Such as the transformational change required the organisation to implementcultural change and specific interventions in order to tackle the process and red tape. Theorganisation. Along with it, the organisation has to face process reduction where it cut down a numberof processes and meetings. It was hard for individuals to demonstrate PACE behaviours wherethe people of the organisation have to change the course of their designs and methods. Theoverall changes explained that it was difficult for the organisation to develop a sustaining plan ofaction, but with the right strategies and implementation the implemented change brought forthsuccess. Lewin change management modelThe organisation experienced changes from a number of external and internal factorswhich were its public policy, regulations and competition. In order to successfully manage theimplementation of change within the firm. The management made use of Lewin changemanagement model which is discussed below:Unfreeze stage: In its first stage, Zurich Life UK prepared for change where its executiveteam recognised the need of change and created a lower cost base. During this, the firm focusedon redundancies where the organisation's executives discarded 20% of roles in their business.(Weerheim, Van Rossum and Ten Have, 2018). Change stage: The organisation made use of the change stage in order to make changepossible with the help of new appointed new CEO Gary Shaughnessy (Tortorella, Marodin andMiorando, 2015). The new CEO was appointed in order to make changes in the business and toensure the overall system's efficiency. From the help of external facilitator, the organisationsearched for vision, strategy, behaviour and culture to implement the change. It helped them to4
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