The Nature of Change: Exploring Change Management in Organizations

This essay provides an analysis of change management, focusing on its nature within organizations. It discusses various frameworks such as Van de Ven Poole's, Brune's speed and scale, Alvesson and Karreman's metaphors, and Allen, Maguire, and McKelvey's organizational complexity framework. The essay uses the case of Orica Ltd. and Lakeland Wonders to illustrate the application of these theories, highlighting both successes and gaps in implementation. It identifies reasons for potential failures, such as neglecting organizational culture and existing manufacturing processes, and offers recommendations for a more inclusive and effective change management approach. The conclusion emphasizes the importance of adapting to change for organizational effectiveness and meeting consumer needs.

Running Head: THE NATURE OF CHANGE 1
The nature of change
Name
Institution

THE NATURE OF CHANGE 2
Contents
Executive summary.....................................................................................................................................3
Introduction.................................................................................................................................................3
Discussion....................................................................................................................................................3
Van de ven pooles framework of change................................................................................................3
Brunes speed and scale framework of change........................................................................................4
Alvesson and karremans metaphors of change framework....................................................................4
Allen, Maguire and Mckelveys organizational complexity framework....................................................5
Reason 1..................................................................................................................................................5
Reason 2..................................................................................................................................................5
Recommendation........................................................................................................................................5
Conclusion...................................................................................................................................................6
References...................................................................................................................................................6

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Executive summary
The increase of human errors in Orica ltd forced the managers to look for alternative
ways of doing business operations. There was a problem in the stock management whereby
employees made unnecessary stock orders which in turn affected the company’s profit. In this
case, the management wanted to replace manpower with machines (Mcnulty, 2002). The
management, therefore, decided to put some machines which would help in keeping stock
records. This made a great change because the company did not report any case of having
expired goods in the warehouse. I would, therefore, recommend that machines work better than
human beings and therefore should be implemented in the business operations.
Introduction
Change management is an approach of dealing with the transition of organizational
processes or technology (Suneel, 2016). This paper would be discussing the organization which
deals with the manufacturing of electronic equipment. In this case, this organization had a
problem in the management of stock which sometimes affected their profits due to the increased
number of expired and dead stocks. The rationale for discussing this problem is that stock
mismanagement can lead to business failure and therefore necessary actions should be taken to
control it. This mainly was caused by making unnecessary stock orders or manufacturing
products which are out of fashion. The objective of stock management was to ensure that there
are minimal cases of expiry and dead stocks to avoid putting the company into risks of closure.
Discussion.
Van de ven pooles framework of change
Change is a law of nature and every organization should always prepare for change
because nothing is permanent (Beech et al, 2018). Organizations change their processes and

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objectives in order to increase their effectiveness. Thus, this paper would discuss the changes
that were introduced by Cheryl hailstorm at Lakeland wonders and the extent to which it helped
the organization achieve its objectives and stand out in competition. Lakeland wonders deal with
the manufacturing of wooden toys and therefore Cheryl hailstorm wanted to employ change
management for facilities, manufacturing process in order to enhance their target market by
venturing to offshore manufacturing and to meet the needs of their clients (Mcnulty, 2002). Just
as it is discussed in the van de ven Poole’s framework of change that there are four theories of
interpreting change, Cheryl hailstorm used the teleology theory which means that the change is
endorsed through goal setting mechanism. This helped the organization because through the
change of their manufacturing process they were able to make work easier and therefore be able
to start the offshore manufacturing.
Brunes speed and scale framework of change
In the Brunes speed and scale framework of change involves renewing of organizational
direction, structure, and capabilities to meet the ever-changing needs of the customers. This has
been therefore witnessed in the Cheryl hailstorm changes and has helped in improving the skills
of the workers. Since the wish of the Lakeland wonder is to start manufacturing these wooden
toys offshore, they would improve on their way of making them in order to attract and maintain
their customers. According to, Kogila (2016), this was important to the company because they
were able to meet their customers’ requirements which in turn helped in increasing their
productivity.
Alvesson and karremans metaphors of change framework
On the other hand, Allevson and Karreman argued that managerial metaphors in the
management of change were constructed, made sense of and passed in different ways in all levels
of the organization (Emine & Salih, 2012). This also applied with the Cheryl hailstorm whereby
she came up with ways of changing the manufacturing process in order to meet the needs of
customers and this helped in increasing consumption levels. Increase in the consumer levels
means that the company is meeting their customer’s needs. Thus, the changes introduced by
Cheryl hailstorm were helpful to the Lakeland wonders because customers were satisfied with
the improved wooden toys. The ever-changing demands of the customers enabled Cheryl to open
new areas of opportunity for the company to meet consumer’s needs.

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Allen, Maguire and Mckelveys organizational complexity framework
Allen Maguire and Mckelvey talked of the introduction of sage handbook its complexity
and management. Just as in this case where this change was not easy to make, Cheryl also found
it hard to introduce change in the Lakeland wonders (Dennis, 2013). Through the use of her
character traits which included dictatorship, Cheryl forced for this change allowing people to
exercise their skills in order to prepare well for the change. This enabled the company to increase
the growth activities because employees were able to exercise their skills in different ways which
were beneficial to the company.
Reason 1
Gaps can be defined as deficiencies in the performance of the organization which can be
caused by lack of skills or any other factor (John, 2015). In this case, there were some gaps
experienced in Cheryl’s process of changing manufacturing process and human resource
management. In this case, she did not put organizational culture into consideration when
introducing the change. Cheryl used her leadership skills to threaten people to adapt to the
change without necessarily looking at the roles each play in the company. Making employees to
follow what she says was one of the ways of interfering with the organizational culture.
Reason 2
Also, Cheryl did not put into consideration the manufacturing processes of the company
(Stephen, 2010). She should have first looked at them to see if they need some improvement but
she came up with her own ways of manufacturing the wooden toys. Though this change was of
importance to the company, it gave employees challenges from switching to other new
manufacturing processes.
Recommendation
Though Cheryl had good plans for the company, she did not follow the correct process of
introducing change in the organization (Mcnulty, 2002). She should have involved the
employees in her decision making process and use some of their opinions in the process. By
threatening employees to follow the way she says created fear among themselves. Also, instead
of introducing a new manufacturing process which took employees long time to adopt, she
should have improved on the already existing ones.

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Conclusion.
Change management is the process of introducing new processes and technology.
Organizations introduce change in order to increase their effectiveness. In the Lakeland wonders
case, Cheryl introduced a change of manufacturing process and human resource management in
order to venture markets for the wooden toys and meet the ever-changing consumer’s needs.
During this process, this like organizational culture was not put into consideration.
References
Beech, N., Maclntosh, R., Krust, P., Kannan, S.B & Dadich, A. (2018). Managing change:
enquiry and action [Australasian edition]. Cambridge: Cambridge University Press
Dennis, H. (2013). Biotechnologies and Human Nature: What We Should Not Change in Who
We Are. Ethics & Medicine, 29 (3), 90-120
Emine, C & Salih, C. (2012). The Effectiveness of the Conceptual Change Approach, Explicit
Reflective Approach, and Course Book by the Ministry of Education on the Views of
the Nature of Science and Conceptual Change in Light Unit* Kuram ve Uygulamada
Egitim Bilimleri, 12(2), 100-120
John, T.D. (2015). How Adam Smith Can Change Your Life: An Unexpected Guide to
Human Nature and Happiness. Independent Review, 20(2), 60-120
Kogila, R. (2016). Change Management and Its Influence on Business. Advances in
Management, 9(10), 70-100
Mcnulty, E. (2002). Welcome abroad (but don’t change a thing). Harvard business review,
80(10), 32-40
Stephen, W. (2010). Fairness, Openness and the Specific Nature of Sport: Does the Lisbon
Treaty Change EU Sports Law? The International Sports Law Journal, 70-90
Suneel, K. (2016). Change Management. South Asian Journal of Management, 23(1), 23-50