Understanding Organizational Change Management

The assignment delves into the complexities of organizational change management. It examines various theoretical frameworks such as Lewin's three-step model, Kotter's eight-step process, and transformational leadership. The analysis encompasses stakeholder engagement, resistance to change, and strategies for implementing successful change initiatives.

Strategic Change Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 3............................................................................................................................................1
a) Stakeholders analysis and awareness strategy to involve stakeholders..................................1
B) Developing change management strategy..............................................................................2
C) Systems used to involve stakeholders in planning change.....................................................3
D) Strategies to overcome resistance to change..........................................................................4
TASK 4............................................................................................................................................4
A) Change model for FP.............................................................................................................4
B) Implementation of model for change.....................................................................................6
C) Measures to monitor change..................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

Illustration Index
Illustration 1: Stakeholders analysis................................................................................................2
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Executive Summary
One of the main purpose of this report is to analyse the strategic change which takes place within
the organization. Strategic management can be determined as the process through which changes
are effectively managed. There are many models given by different authors which are very
helpful in making changes easily acceptable by the firm. Further, in implementing any change, it
is important for the organization to convey all their stakeholder about the change which has to be
implemented. In order to make change effective, one of the most common model used is Kurt
Lewin’s change management model. There are mainly three stages involved and by following
these three stages firm can easily adapt to change.
From this report, it can be concluded that it is important for the organization to convey the
change which has to be taken place. In addition to this, firm should make use of models with the
help of which organization could implement the change effectively.
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INTRODUCTION
Strategic change management can be defined as a process through which changes are
managed in an effective and systematic way. It is very important for the firm to make change so
to achieve competitive advantage. In order to make changes it is essential for the firm to make an
appropriate step so that alterations may not negatively impact the business entity (Goetsch and
Davis, 2014). There are many models provided by different authors according to that
organizations take decisions related to change management. Present report is about Framlington
Property Plc. which is a property developer company. Its main role is to purchase and develop
lands for business and residential use. This report covers organizational strategic change.
Further, it covers the issues related to strategic change within the firm. Lastly, it also includes a
plan that can be implemented for ensuring ongoing fluctuations.
TASK 3
a) Stakeholders analysis and awareness strategy to involve stakeholders
Stakeholders’ analysis is very helpful in resolving conflicts, business administrations and
project management (Harvey and Williams, 2015). Further, it helps in identifying groups or
individuals that affects the function of an organization.
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Illustration 1: Stakeholders analysis
(Source: Stakeholders analysis, 2013)

According to the illustration given above, it is very helpful for the Framlington Property Plc (FP)
to understand their stakeholders. According to this model, they are divided into four groups.
They are:
Keep satisfied: These includes government, regulatory bodies and suppliers, etc. They have high
power and it is very essential for the management team at Framlington Property to satisfy them
(Haigh, Brubaker and Whiteside, 2013). They have high power and affect highly on the
operations of the business.
Monitor: It includes general public whose interest and power is low. They do not have much
impact over the change but the people have to be conveyed regarding the change (Stakeholders
analysis, 2013). In this regard, the management at Framlington Property is required to take care
about the interests of public.
Manage closely: They are the investors who contribute towards the business operations. Hence,
this group of stakeholders must be managed very closely by Framlington Property
Keep informed: It includes competitors and customers who have high interest over the product
and services provided by the organization (Mallin, Michelon and Raggi, 2013).
In order to provide proper information to the employees it is important for Framlington Property
to conduct meetings with their internal stakeholders being board members, staff, volunteers,
and/or donors so that they get to know about the changes that have to be implemented. There will
be employees would be facing difficulty in adopting the change effectively. With this respect, it
is important for the organization to make understand their employees to why the change is
necessary so that they can adopt alterations easily.
In order to convey customers it is essential for the firm to make use of different promotional
tools so that customers can be well informed regarding the change (Khouja, Park and Zhou,
2013).
B) Developing change management strategy
In order to involve stakeholders, organization can use following strategies so that change
can be conveyed effectively:
Communication: Communication plays a vital role in making stakeholders of FP to understand
regarding the technique to be adopted. Through face to face interaction with stakeholders, FP
will be able to convey all the important things because of which change has to be made (Paavola
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and Hubacek, 2013). In addition to this, stakeholders can also clarify all their doubts which arise
during face to face interaction.
Focus on the positives: All the changes that has taken place have their own advantages and
disadvantages. It is very important for the Framlington Property Plc to convince in order to make
understand all stakeholders regarding the change. In this context, it is essential for the
management to convey all the positive things through which they will be benefited.
Feedback: When information regarding change are conveyed, then accordingly management can
take feedbacks so that FP can get to know the response of stakeholders towards the change
(Burchell and Cook, 2013). Feedback will help management in making change within the
strategies that they have planned to implement.
Involvement: In adopting any change, it is important for the Framlington Property Plc to involve
all the employees and making them accept change so that they can understand the requirement
and can further take appropriate steps through which they will be able to involve themselves
towards the change.
Training programmes: Training would help stakeholders to convey the manner through which
they will be able to understand how strategic change can be implemented (Rodrigue, Magnan
and Boulianne, 2013). It would help them to adopt the change easily and effectively. This way
FP will be able to develop change management strategy within the business operations.
C) Systems used to involve stakeholders in planning change
So as to involve stakeholders in planning change, Framlington Property Plc can make use
of five steps of stakeholders circle, these are follows:
Identify: According to this step, management should identify the stakeholders who will be
affected with the change (Ramaswamy and Chopra, 2014). In this context, it is important for the
FP to make those stakeholders understand regarding the necessity and importance of the change
which is to be taken.
Prioritize: All the stakeholders should be rated according to their power, urgency and proximity.
They should be ranked according to their index, where stakeholder who has higher index will be
given higher priority. This will be helpful in making them accept the change easily.
Visualize: According to the rating done, communication plan is prepared. Top 15 Stakeholders
are grouped under a team. This group is given the power of implementing the strategic change
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effectively (Stylianou-Lambert, Boukas and Christodoulou-Yerali, 2014). These 15 stakeholders
would guide others in order to adopt the changes effectively.
Engage: Based on stakeholder's supportiveness communication plan should be developed. It
would help in the firm to guide other employees to effectively adapt to change.
Monitor: All the changes should be monitored.
Following are the methods through which stakeholders could be involved in adopting the
change:
Meetings: Through meetings all the stakeholders can be involved and suggestions could be taken
from them for the changes that are to be implemented (Creasey, Jamieson and Severini, 2016).
This will be helpful in clarifying all the doubts which arises among the stakeholders and any kind
of drawback can also be identified. This way all the changes taken in FP could be effectively
conveyed.
Presentations: This is one of the best ways through that stakeholders can be conveyed regarding
changes which the management wants to implement (Aurambout, Sheth and Pettit, 2013).
Through presentations proper process can be conveyed that how and when it will be
implemented.
Coaching: According to this, stakeholders should be directed and this will be helpful in guiding
them easily and they can adopt the change effectively.
D) Strategies to overcome resistance to change
Framlington Property Plc (FP) can adopt following strategies so as to manage and
overcome resistance to change:
Preparing for change: When change management strategy is created, then certain points should
be kept in mind that would resist change (Hon, Bloom and Crant, 2014). Further, tactics should
be applied and it should be based on the readiness assessment.
Managing change: It includes five change management plans that consists of sponsorship
roadmap, communication, training and coaching plans. All these plans are helpful in identifying
the barriers that falls in adopting the change effectively. In order to make change resistance, it is
important for the firm to take specific action so as to address resistance.
Reinforcing change: According to this step, feedbacks should be collected from employees who
will be implementing change (Herrmann and Nadkarni, 2014). This will be helpful in knowing
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the perception and behaviour of employees in the Framlington Property Plc. Evaluation of
feedback will be helpful in identifying the gap and in managing resistance easily.
TASK 4
A) Change model for FP
There are many models given by different authors. Following are the two models which
can be adopted by FP for managing change. They are:
Figure 1 Kurt Lewin change model
(Source: Planning and Executing Change Effectively, 2016)
Kurt Lewin’s change management model: This model was given by Kurt Lewin in the year
1950. According to this model, Lewin's noticed that most of the people prefer to operate within
safe zone (Cummings, Bridgman and Brown, 2016). In this context, he identified three stages
with the help of which alterations can be adopted, these are as follows: Unfreeze: According to this state, there are people or employees in the FP who adopts
change easily. On the other hand, there would be workers who may not accept changes
easily. In this context, it is very important for the firm to prepare all the employees so that
they can adopt alterations easily (Burnes and Cooke, 2013). Transition: In this stage, when change is actually being adopted, then people began to
focus on resolving uncertainties and emphasized on doing thing in a new way. Refreeze: It is a stage in which people become stable and accept changes easily.
Organization becomes stable and workers work with their new guidelines.
John P Kotter's eight steps to successful change: In this model there are eight steps involved
that are as follows:
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Figure 2 Kotter change model
(Source: Psychology, 2016)
Create Urgency: It is important for the management to develop a sense of urgency and it should
be done only when all employees want change (Appelbaum, Habashy and Shafiq, 2012).
Building guiding team: A team should be formed with key employees so that these people could
lead the change.
Creating vision: Vision helps in directing employees. Hence, Framlington Property management
should ensure that the vision has been formulated properly and is clearly understood by the
framers. Any discrepancy in it must be sorted out before it is communicated to others.
Communicating the vision: All the workers should be communicated properly so that they
understand the importance and need of modifications.
Removing obstacles: In adopting any change, obstacles arises. It is important for the
organization to identify all the barriers and take an appropriate step through which workers will
be able to remove all the obstacles.
Develop short term win: When changes are adopted, then there will be some employees who
would be disappointed with the change (Lane, Lane and Wheeling, 2015). By conveying those
with short term considerations will help them in developing confidence and trust on the change
strategy.
Build on change: According to Kotter, most of the projects fail just because the success is
declared too soon. It is important for the firm to come up with an analysis that implementation of
strategy has been fully achieved.
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Make change stick: Managers and leaders should encourage the change until it is fully achieved.
They should motivate their employees to strictly follow the changes so that desired goals and
objectives could be achieved.
B) Implementation of model for change
In order to implement change there are many models which can be used. Following are
the models which can be used by FP for change management:
Push and pull strategy: According to this strategy, push model is adopted by firm when changes
are made so as to survive in dynamic business environment (Carmo-Sousa, Moreno and Fereres,
2014). On the other hand, pull model means when change it seen as an opportunity. Among both
the conditions pull model is most preferred one. Even push model is applied when situations
occur where sudden decisions have been taken.
Transformational leadership: According to this leadership style leaders work with employees in
order to identify change which is required and inspiring others so that they could develop
something effective and innovative (Avolio and Yammarino, 2013). Further, it also helpful in
motivating, and in improving the performance level.
Flexibility: It is important for the firm to be flexible so that employees could easily implement
change. It organization is not flexible, then they will not be able to implement change effectively.
C) Measures to monitor change
In order to monitor effectively, FP can follow below given models in order to monitor the
change:
Goal-based evaluation: According to this, model is helpful in determining the actual outcome of
the original plan. Further, it helps in developing successful processes through which FP will be
able to monitor its performances (Anderson, 2013).
Regular report: When change are implemented, then organization can develop regular reports
through which they will be able to know impact of the adopted change.
Deadlines: According to this, firm should develop deadlines which will help them in knowing
the progress of work (Benn, Dunphy and Griffiths, 2014).
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CONCLUSION
From this report, it can be articulated that in adopting any change, it is very important for the
organization to have a proper analysis so that change can be implemented effectively. Further, it
is essential for the firm to convey all the stakeholders who are involved in the operation of
business. They will be helpful in getting feedback and suggestions through which they will be
able to know the drawbacks in the plan which has to be implemented.
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REFERENCES
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Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
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Khouja, M., Park, S. and Zhou, J., 2013. A free gift card alternative to price discounts in the
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Stylianou-Lambert, T., Boukas, N. and Christodoulou-Yerali, M., 2014. Museums and cultural
sustainability: stakeholders, forces, and cultural policies. International Journal of Cultural
Policy. 20(5). pp.566-587.
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Aurambout, J.P., Sheth, F. and Pettit, C., 2013. Simplifying climate change communication: An
application of data visualisation at the regional and local scale. In GeoSpatial visualisation
(pp. 119-136). Springer Berlin Heidelberg.
Hon, A.H., Bloom, M. and Crant, J.M., 2014. Overcoming resistance to change and enhancing
creative performance. Journal of Management. 40(3). pp.919-941.
Herrmann, P. and Nadkarni, S., 2014. Managing strategic change: The duality of CEO
personality. Strategic management journal. 35(9). pp.1318-1342.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
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Appelbaum, S.H., Habashy, S. and Shafiq, H., 2012. Back to the future: revisiting Kotter's 1996
change model. Journal of Management Development. 31(8). pp.764-782.
Lane, M.R., Lane, P.L. and Wheeling, B., 2015. Improving assessment: Creating a culture of
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and Assessment. 4, pp.1.
Carmo-Sousa, M., Moreno, A. and Fereres, A., 2014. A non-persistently transmitted-virus
induces a pull–push strategy in its aphid vector to optimize transmission and spread. Virus
research. 186. pp.38-46.
Avolio, B.J. and Yammarino, F.J. Eds., 2013. Transformational and charismatic leadership:
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Anderson, D.L., 2013. Organization Development: The Process of Leading Organizational
Change: The Process of Leading Organizational Change. Sage Publications.
Benn, S., Dunphy, D. and Griffiths, A., 2014.Organizational change for corporate
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Planning and Executing Change Effectively, 2016. [Online]. Available through:
<http://www.web-books.com/eLibrary/NC/B0/B58/047MB58.html> [Accessed on 19th
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Psychology. 2016. [Online]. Available through:
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