Organizational Change: Models, Implementation, and Problem-Solving

Organizational Change
UNIT 7010v1
Level 7 Extended Diploma in Strategic Management & leadership
UNIT 7010V1
Implementing organisational change strategies.
AlAA A. ALY

PERFORMANCE MANAGEMENT
Table of Contents
Introduction...................................................................................................................................1
TASK 1
A.C. 1.1 - Identify a range of organisational change, models or
frameworks................................................2
A.C. 2.1 - Evaluate a range of change implementation
models.......................................................................2
A.C. 2.2 - Identify the criteria to select a change implementation model that
supports organisational
change..................................................................................................................... 7
A.C.1.2 - Apply a range of creative problem solving techniques to address change
challenges................................................................................................................ 9
A.C. 1.3 - Identify and justify change solutions that link to organisational strategic
plans...................................................................................................................... 10
TASK 2
A.C. 3.1 - Demonstrate the use of analytical tools to monitor the progress and the
effect of change..................................................................................................... 10
A.C. 3.2 - Assess monitoring and measurement techniques to change within an
organisation........................................................................................................... 11
A.C. 3.3 - Analyse strategies to minimise adverse effects of change.....................12
TASK 3
A.C. 4.1 - Identify the processes to review the impact of the change....................14
A.C. 4.2 - Analyse the results of the impact review................................................15
A.C. 4.3 - Present the findings of the impact
review........................................................................................16
Refrences.....................................................................................................................................17
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STRATEGIC HUMAN RESOURCE PLANNING
Introduction
Change is not only inevitable for any organization, but it is also essential for the
sustainability and survival of an organization. The process of change positive or negative impacts
on an organization. Nonetheless, the assessment and study of the change within an organization
can help us understand what strategies are effective. The change theory within an organization
have principles that are applicable to long-term as well as short-term changes within an
organization. Further studies how the changes are implemented and what is the review process that
is involved in the assessment, monitoring and reviewing the impact of the change.
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STRATEGIC HUMAN RESOURCE PLANNING
1.1 - Identify a range of organizational change, models or
frameworks
The primary objective of implementing an organizational change is to deliberatelyenhance
the performance of an organization towards success. In order to implement the changes within the
process of an organization, a company can follow a variety of different change models. Some of
the most Critical Change Management Models to Evolve and Survive for an organization are:
• Lewin's change management model.
• The McKinsey 7-S model.
• Kotter's theory.
• Nudge theory.
• ADKAR.
• Bridges' transition model.
• Kübler-Ross' change curve.
• The Satir change management model.
Among these models some of the most important models are Lewin’s change management
model, McKinsey’s model and the Kotter’s theory .According to the Lewin’s model, there are
three steps involved in change processes. These are in order to succession unfreezing, changing
and refreezing. Unfreezing refers to the creation of awareness about the change that is to take
place. Changing is the actual implementation of change and Re-freezing is the establishment of
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STRATEGIC HUMAN RESOURCE PLANNING
thenew conditions as organizational norm. The 7-S framework is concerned with dividing the
strategic elements of change into hard and soft elements. The hard elements are strategy, structure
and systems. The soft elements are shared value, skills, style and staff. These things are combined
together to from effective change strategies. The 8-step change model was provided by John
Kotter.Step one is the creation of urgency, the next step in accordance of their succession are
forming coalition, creation of vision, communication of vision, removal of obstacles, creation of
short-term goals, building on the change and anchoring the changes.
2.1 Evaluating a range of change implementation models
Bringing a certain change within an organizational process is a difficult process because
there are several hindrances that may come in the way of implementing a change. Numerous
experts have been able to develop a variety of models in order to bring a workable change within
the organization. Considerable models for evaluation in this study are:
Kotter's change model
Beckhard and harries model
Lewin's change management model.
Change the equation model
Kotter's change model
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STRATEGIC HUMAN RESOURCE PLANNING
The Kotter's change model is also called the 8 steps model for change. It was designed and
presented by John Kotter, and explains how the organization has to go through a variety of
different stages of change to reach its destination. However, it will result in loss of efficiency in
bringing the change and the end results will probably not be as satisfying as they were desired to
be. If the management makes critical mistakes in any of the eight steps throughout the time frame,
it can impact the overall momentum. The eight crucial steps according to Kotter are:
Developing an environment of urgency
At first, it is important to create a climate of urgency within an organization so that the
employees can perceive that the current practice is not giving satisfactory results and there is a
need to do things differently. The discussion on the opportunities and the weaknesses can outline
the current practice scenario and highlight the gaps that the organization must overcome.
Developing a team for power coalition
Once the perception and the environment of urgency is created, a team should be assigned
which comprises of people who have authority within an organizational network to influence
people to adopt the forthcoming change.
Development of clarity within a new vision
The clarity of the vision is essential. A clear vision should also highlight the strategy that is
to be implemented for the desired change.
The dispersion of the new vision
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