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Models and Techniques of Change Management - Doc

   

Added on  2021-06-14

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Running head: CHANGE MANAGEMENTCHANGE MANAGEMENTName of the StudentName of the UniversityAuthor Name

1CHANGE MANAGEMENTManagement SummaryThe aim of any organization is to succeed in the market, get brand loyal customers and toearn profits. To establish these goals it is important that an organization functions in such away that customers remain loyal to company. However, when organizations face problems itbecome shard to retain those customers after a certain time. This where change managementcomes into the scenario, to sustain an organization. Change management becomes animportant part of an organization when the company starts to face problems. Changes arebrought about in the organization to retain its position in the market and to upgrade itselfaccording to the environment. In this essay various models and techniques of changemanagement will be discussed to establish the need and the ways that change managementoccurs an organization. The case study of IBM is one example of change management whichwill be analysed to understand the need for change in organizational culture in thedevelopment of the organization.

2CHANGE MANAGEMENTChange management is a systematic way in which an organization deals with thechanges that are incorporated within itself like its goals, the process in which the companyworks or the changes in technology within the company (Hayes 2014). Change managementis needed in an organization to provide ways in which the organization can manage thechanges that occur within the company and how can the organization help the employees toadapt to that change. Calm waters and white-water rapids are metaphors that are used in thechange management in an organization. The calm water metaphor describes the organizationas a big ship which is floating through a calm water. The captain of the ship who is the headof the company and the crew who are the employees are patient in the ship and know whichdirection they are heading to as they have sailed in the ship before. The changes that comeinto the organization are the occasional storms which occur for a short time in the normallycalm sea. This metaphor is best described by Kurt Lewin in his three step process of change(Cummings, Bridgman and Brown 2016). Kurt Lewin says that change has three partsnamely unfreezing, implementing the change and adapting to it and refreezing. Unfreezing isthe necessary to shift from the stability that the organization has. This stage is needed toprepare the organization for the incoming changes that are about to come. The second stageof change management is adapting to the change that has taken place. The new change has tobe implemented into the organization to make the people of the organization aware of thechange and give them time to get used to it. The final stage is refreezing which helps to keepthe change as it is so that it stays for a long time. On the other hand, the white-water rapidsmetaphor states that the upper management of the organization should be adapt in fightingagainst the continuous changes and instability in the environment and organization. It alsosays that the situation of the environment is unstable and uncertain which makes itunpredictable for the managers to ascertain. Hence, they should be ready for any kind of

3CHANGE MANAGEMENTchange which occurs within and outside the organization. This is due to the world which isever-changing and being dominated by various new ideas and new knowledge.It is well-known that an organization has to go through changes to adapt to thegrowing environment and to develop itself. John Kotter introduced the eight steps of thechange process in the year 1995 which describes the process of leading the change (Sarayreh,Khudair and Barakat 2013). First of all, it is important that the management creates a sense ofurgency for change among the people in the organization. This urgency helps the people tothink about the need of a change. However, this need for change cannot be sparked amongthe people by simply stating the statistics or reasons for the change. The management needsto connect with the staff and make them feel the need for change on a personal level. Unlessthe employees feel the need for change they will not be able to accept the change that willoccur. Secondly, it is mandatory to persuade the people that the change is necessary. Changeis not accepted at once by people and a strong leader is needed who can manage the changeproperly. There is also a need for a strong coalition team who can lead the change andmanage it in a proper way. The team could consist of political leaders or any other influentialpeople who can have a proper viewpoint of the change. Thirdly, a perfect vision is importantfor the change to take place. It is normal that when a change is initiated there could variousideas and thoughts for that change among different people. Nonetheless, it is important tohave a vision which would bring about a good change and also benefit the organization andits people. Fourthly, the vision should be communicated to the people of the organization.The vision should be fresh on the minds of the staff so that they respond to it in a goodmanner and do not forget it after a certain time. For this to happen, it is important that themanagers constantly remind the vision along with taking steps that would actually implementthe vision into the organization. Simply talking about the vision would not help in the successof the vision (Auguste 2013). Fifthly, make sure that any kind of obstruction or obstacle is

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