Organizational Management: Strategies for Change Management and Evaluation

Running head: ORGANIZATIONAL MANAGEMENT
ORGANIZATIONAL MANAGEMENT
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Assessment 1
Answer 1
In a change management process, managers and teams need to institute their plan in three phases:
preparation, management and reinforcement. The company needs to be assessed to figure out
why the change is necessary and how it will affect the organization. Then a strategy needs to be
developed to prepare for the intended change (Goetsch and Davis 2014). Most change methods
agree that change is difficult and cumbersome. Therefore, involving people early on,
implementing process, and continuously adjusting for improvement is critical to success. This
includes thorough planning, buy-in, process, resources, communication, and constant evaluation.
Answer 2
The three reasons for organizational change are -transition from a start-up to a scale-up
company, take on a partner, or introduce change in management and moving into new product
lines. Internal business needs can also prompt business change. For example, to raise additional
capital, improve cash flow or profitability of your business, to address outdated and inefficient
working practices and processes and to eliminate excess job positions and remove duplicate
management roles.
Answer 3
Kurt Lewin's force field analysis change model was designed to weigh the driving and
restraining forces that affect change in organizations. The 'force field' can be described as two

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opposite forces working for and against change (Williams 2013). It provides a framework for
looking at the factors (forces) that influence a situation, originally social situations. It looks at
forces that are either driving movement toward a goal (helping forces) or blocking movement
toward a goal (hindering forces).
Answer 4
The Burke-Litwin change model strives to bring in change in the performance of a team or an
organization by establishing links between performance and the internal and external factors
which affect performance. This change model is based on assessing the organizational as well as
environmental factors which can be tweaked so as to ensure a successful change. The Burke-
Litwin change model begins with outlining a framework, comprising the affecting factors which
can be manipulated to guarantee a smoother transition from one phase of the change process to
another. External Environment, Individual and Organizational Performance, Leadership, Mission
and Strategy, Organization Culture, Management Practices, Structure, Systems (Policies and
Procedures), Work Unit Climate, Motivation, Requirements and Individual Skills/Abilities and
Individual Needs and Values are the parameters which need to be aligned in a proper framework
to ensure required change in the management (Della Torre and Solari 2013).
Answer 5
According to Kotter’s 8 Step Change Model is the most important step is make employees aware
of the need and urgency for change, support will be created. This requires and open, honest and
convincing dialogue. The following steps include creating a guiding coalition, creating a vision
for change, communicating the vision, removing obstacles, creating short-term wins,

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consolidating improvements and anchoring the changes. Values and standards must agree with
the new vision and the employees’ behavior must provide a seamless match. Employees must
continue to support the change. Regular evaluation and discussions about progress help
consolidate the change.
Answer 6
The two strategies include formulating a clear vision can help everyone understand what the
organization is trying to achieve within the agreed time frame. It makes changes more concrete
and creates support to implement them. The ideas of employees can be incorporated in the
vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help
employees to achieve their goals. Creating short-term goals so that the employees have a clear
idea of what is going on. When the goals have been met, the employees will be motivated to fine
tune and expand the change. By acknowledging and rewarding employees who are closely
involved in the change process, it will be clear across the board that the company is changing
course.
Answer 7
External Environment is a factor which represents any forces or conditions outside of the
organization that will affect its processes. Political-legislative factors, legal and policy
framework comprising the organization exists. The legal framework includes all laws and legal
regulations and policy framework refers to the relational system created between political power
and business. Example: commercial law regime of taxes, labor law, environmental law etc.
Economic factors that directly affect business organizations by interest rates, inflation, exchange