Organizational Change Management

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
ORGANIZATIONAL CHANGE MANAGEMENT
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Table of Contents
Introduction ....................................................................................... 3
Analysis ............................................................................................. 4
Social Perspective of Management Change ................................................ 4
Change Management Models ................................................................ 7
Conclusion ...........................................................................................
References ..........................................................................................

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Executive Summary
It has been argued that the effective change management has been decisive to any organization to
proficiently endure and succeed in the current extremely competitive and constantly developing
business environment. However, theories as well as developments to change management
presently obtainable to intellectuals and practitioners have shown several contradictions, mostly
absent of empirical evidence and aided by uncontested propositions relating to the character of
existing organisational change management. Furthermore, organizational change has been
identified as an essential for modern organizations which typically has been involving changes of
organizations’ mission, vision as well as processes, with impact at both individual and
organization level. Several business organizations have been accepting changes if they perceive
these factors as fundamental and rapidly get used to the behaviour in a need for new direction.
However, in majority of change management cases, changes have been immensely crucial thus
lead to employee resistance and unwillingness towards the proposed change. The paper has
provided comprehensive insights of the way New Zealand Post has adapted certain approaches in
managing change by relying on change models for creating high performance culture.

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Introduction
Change management has been recognized as an important process of continually
renewing an organization’s direction, constitution in addition to the skills and abilities to serve
the shifting needs of external and internal clientele. According to Burke (2017), change has been
seen an omnipresent characteristic of organisational life, both at a functioning and strategic level.
For that reason, there should be no doubt on the topic of the significance to any organisation of
its capability to recognize areas where it needs to be in the future and ways to manage the
changes required. Schein (2015) has stated that as the demand for change typically has been
unpredictable thus needs to be highly reactive, discontinuous thus often tends to be triggered by
situations of organizational crisis. Moreover, while there has been an ever-increasing general
literature focusing on the importance of organizational change and proposing ways to approach
it, fewer amounts of observed facts has been provided for different theories and approaches
suggested (Micheli & Mari, 2014). The following paper will offer a critical evaluation of the way
New Zealand Post will take up ways in managing change by relying on change models for
creating high performance culture.