Comprehensive Analysis of Change Management on Business Operations

This report delves into the critical role of change management in enhancing business operations and employee performance. It begins by highlighting the positive impacts of effective change management, such as improved working environments and streamlined human resource functions. The report then explores key models, including Kurt Lewin's and John Kotter's eight-step model, providing a framework for understanding and implementing change. It also discusses methods for monitoring and measuring the effectiveness of these changes, such as regular meetings, 360-degree feedback, and performance monitoring, including revenue growth metrics. The report concludes with a list of references, offering further reading on the subject.

IMPACT OF CHANGE MANAGEMENT
ON BUSINESS OPERATIONS

 The office space along with the working environment of the organisation
increases the performance of the employees.
 The changes in the human resource management mainly provide a smooth
functionality in the business sector.
 The technological changes in an organisation enhances the productivity of
the employees along with the organisation.
 Van der Voet (2014) said that the reduction of the overhead costs may also
used for the employee development purpose.
IMPACT OF THE PROPOSED CHANGES ON
BUSINESS AND ITS PERSONNEL

 Kert Lewin’s model
 John Kotter’s eight-step model
MANAGEMENT OF THE CHANGES IN
BUSINESS

 Unfreeze
 Change
 Refreeze
KURT LEWIN’S MODEL

 Create a sense of urgency
 Form a guiding coalition
 Create a vision
 Communicate the vision
 Empower others to act on the
vision
 Create quick wins
 Build on the change
 Institutionalize the change
JOHN KOTTER’S EIGHT-STEP MODEL

 Regular meetings
 360-degree feedback process
 Performance monitoring
MONITOR THE IMPROVEMENTS IN BUSINESS
PERFORMANCE

 Improve the communication level of
employees.
 Employees also get in touch with the
management that allows them to discuss
their problems regarding change.
 The organisation also collects ample
amount of feedback by arranging these
kinds of meetings regularly.
REGULAR MEETINGS

 Self assessment
 Invite others to appraise
performance
 Monitor progress
 Generate feedback
 Targeted development
360-DEGREE FEEDBACK PROCESS

 Minimal revenue growth is
near about 44%.
 High revenue growth is near
about 30%.
 Flat revenues is 17%.
 Declining revenue is 9%.
PERFORMANCE MONITORING

 Bucciarelli, L., (2015). A review of innovation and change management: Stage
model and power influences. Universal Journal of Management, 3(1), pp.36-42.
 Cameron, E. and Green, M., (2015). Making sense of change management: a
complete guide to the models, tools and techniques of organizational change.
Kogan Page Publishers.
 Chowthi-Williams, A., Curzio, J. and Lerman, S., (2016). Evaluation of how a
curriculum change in nurse education was managed through the application of a
business change management model: A qualitative case study. Nurse education
today, 36(1), pp.133-138.
REFERENCES

 Guérin, A., Lebel, D., Hall, K. and Bussières, J.F., (2015). Change management in
pharmacy: a simulation game and pharmacy leaders' rating of 35 barriers to
change. International Journal of Pharmacy Practice, 23(6), pp.439-446.
 Hayes, J., (2014). The theory and practice of change management. Palgrave Macmillan.
 Van der Voet, J., (2014). The effectiveness and specificity of change management in a
public organization: Transformational leadership and a bureaucratic organizational
structure. European Management Journal, 32(3), pp.373-382.
 Worley, C.G. and Mohrman, S.A., (2014). Is change management
obsolete?. Organizational Dynamics, 43(3), pp.214-224.
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