Change Management Strategy: Models and Theories Report

This report provides a comprehensive overview of change management strategies, exploring various models and theories to facilitate effective organizational change. It begins with an executive summary and table of contents, followed by an introduction to the concept of change management and its significance in modern business environments. The report then delves into current change management practices, highlighting key principles and the importance of adapting to technological advancements and employee engagement. It analyzes prominent change management models, including Lewin’s Change Management Model, McKinsey 7-S Model, and Kotter’s Change Management Theory, comparing and contrasting their suitability for different scenarios. The report evaluates the strengths and weaknesses of each model, providing recommendations for implementation and emphasizing the need for strategic direction, employee motivation, and a culture of collaboration. Finally, the report concludes with a recommendation section, suggesting practical steps for organizations to successfully manage and implement change initiatives, ensuring both short-term gains and long-term sustainability. The report is well-researched, using at least 10 current, reliable, and academic references to support its analysis and conclusions. The report adheres to a professional format, including a title page, executive summary, table of contents, appropriate headings and sub-headings, recommendations, and a reference list formatted in Harvard-Anglia style.

Running Head: Change Management Strategy
Change Management Strategy
Name of the Student:
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Author’s Note

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Executive Summary
The following report is based on the change management strategy which is applied in various
companies and organisation. The aim of implementing change can be fostered with a right
intention so that there is a proper coordination of work between the lower and upper level of
management. The aim of the report is to showcase the various models of change management
and how it can assist the change management.

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Table of Contents
Introduction................................................................................................................................2
Current change management..................................................................................................2
Theory of change management strategy................................................................................4
Lewin’s Change Management Model....................................................................................4
McKinsey 7 S Model.............................................................................................................5
Kotter’s Change Management Theory...................................................................................5
Recommendation....................................................................................................................7
Reference....................................................................................................................................8

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Introduction
The following report is based on strategic management change which is taking place
in revenant industries or companies. The aim of this paper is to illustrate on the current theory
of change management and compare and contrast on the suitable models which fit into
various scenarios (Rothaermel 2016). The research of this report is based on the current
change management and the literature which is based on this topic. The evaluation is on the
potential change where the interventions are on the appropriate changes which take place in
the organisation. The changes in the organizational management is a process of altering the
strategies, technology, procedure and culture in order to make the working space a different
place and make the employee work in an effective manner
(Baumgartner and Rauter 2017). Therefore the report is further supported with the
recommendation section which will state few better ways of brining in change within the
management.
Current change management
The changed management is a designed method by the managers or the stakeholders
of the company where the achievement is anticipated on the futuristic circumstances by
shifting from the present state such as changes in technology, culture, environment and other
factors (Hornstein 2015). Therefore the changes in the management strategy are important
because the organisation or small size companies anticipate the changes where the employees
need to understand the commitments and embrace the changes for effective functioning of the
business environment (Cameron and Green 2019). There are five principles of effective
changes in the management strategy which is discussed below:
Propose Incentives: the employees will follow their own self-interest when there is change in
the incentive structure and this should be the first change in the management strategy. The
employee recognition and the reward system will tailor the specified action on the company
and provide value in reinforcing the behaviour of the management.

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Redefine cultural value: there is another way to drive the organizational change in value
culture and this strategy is based on the fundamental assumption that the employee wants to
fit in and move along the stated culture and norms.
Exercise Authority: this principle is depended on how serious the organization needs to
change the managerial strategy in order to exercise the authority and decrease the employee
opposition (Booth 2015). The employee ensures that the changes in the management strategy
is imminent as it is necessary for survival and the working space is simply has no time to
invest in cultural change initiatives. This principle is one of the effective and fastest strategies
in order to implement change.
Shift the burden to change: it is in the nature of the employees that they sometimes oppose
to the changes which takes place but also adapts to the situation in a disruptive manner. On
the other hand the organisation can take benefit of the adaptability by creating a new structure
and compete with the process, values and workforce and transform the employees. However
this approach is best suited for the situation that involves the radical transformation
managerial change.
Recruit champions of change: the radical change is often met with the degree of resistance
where the odds cater as the success which can be improved in creating change which belongs
to the workers and not on the upper management (Cameron and Green 2019). However the
frontline employees require changes and their peers can spend up the workers with a low
degree of resistance.
The change in the management strategy is important because according to the recent
development of the organizational changes it is coping with the implementation of recent
technology, implementing various employee referral programs, refining the benefit or
incentive strategy and facilitating more of communication. This will however create more of
effective and efficient way of working and bring in a healthy relationship within al the level
of the management (Altamony et al, 2016). We sustain in a world where the technological
drive is very significant in order to cater growth in the organisation, therefore brining in
change will facilitate the implementation of using social media, adaptation of new machine
and many more. This has led to a change in increasing the growth of change management
services.

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Theory of change management strategy
In order to carry in more change in the strategic management and implantation of the
same it can be facilitated with the main approach and model of change management (Tang
2019). The change is an continuing development that takes days, commitment and effort to
implement the strategy and run them. This however require the people participation and as a
result in these citizens being affected by the changes. The following are some of the models
of change management strategy.
Lewin’s Change Management Model
The Lewin’s Change Management Model is one of the most accepted and effectual
models that create it most possible for the employee in order to appreciate and prepared
change. This model was developed by Kurt Lewis in the year 1950s and is still holding its
validity today (Hossan 2015). He was a physicist and social scientist who has structured the
organizational changes which went through the altering states of a block of ice. However this
model comprise of three major stage which are:
Unfreeze: in the first stage of the management process according to Lewin the model
involves in training for the change. Hence in this step the company or organisation must
prepare itself for the change and also provide the factors that bring in change in the crucial
and in times of need. This phase is vital as most of the people are around the world who try to
resist the change and is important to break the status quo.
Change: this is the next stage of the model where the evolution takes place. The process
takes place usually by spending time in order to embrace with the new happening, modify
and development (Cummings, Bridgman and Brown 2016). At this stage superior
management and communication it forms the key role in steering forward and makes the
process easier.
Refreeze: in the third and stage of this model it caters the acceptance, implementation and
embracing the employee and the company in order to begin a stable work environment. This
phase is referred to as the freezing stage. This is the time where the employee and the
management freeze and goes back to its normal pace or routine.

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McKinsey 7 S Model
The McKinsey 7 S Model or framework is one of the model that manage the
persevere even when other came and left (Shiri, Anvari and Soltani 2015). The model was
developed by the consulting working of McKinsey 7 S Model and states seven features or
stage for managing the change. The following are the stages:
Strategy: is the plan development by the management in order to create opposition and attain
the goals. The changes according to McKinsey involve the development in a step by step
method.
System: in order to get the work done the leaders must create a day to day activity plan and
perform them accordingly.
Structure: in this stage the structure or the characteristic of the model relates to the way in
which the company divides the structure and follow the same pattern (Cox, Pinfield and
Rutter 2019).
Style: the manner or style is the change adopted by the leaders in order to implement style.
Shared value: this stage refers to the main and core value of the company or any organisation
in order to cater its functioning.
Skill: the competencies are the attached with the skills possessed by the workers who are
working in the organisation.
Staff: this stage refers to the employee or the workforce and their ability to work.
Kotter’s Change Management Theory
The Kotter’s change management is one of the popular in the world. However this
assumption of change management has been coined by John P. Kotter who was a professor at
the Harvard Business School and author of several books which are based on change
management (Pollack and Pollack 2015). The following are the key principles that are
divided into eight stages and cater to response of people to change. The stages are as follows:

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Increase Urgency: this step involves the manufacture of pressure in order to assist and
motivate them to more ahead the objective.
Build the team: the second stage is related to change management theory as it is connected
with the right community or a particular team by select a mix of information, ability and
commitment.
Get the vision correct: this third stage reflects the creation of right vision which can be taken
into account and justifies the creativity, objective and emotional connect.
Communication: in this particular stage the people regard with change and are in need of an
significant part to the administration theory by Kotter.
Get things moving: in order to get the work done or facilitate authorize action one needs to
attain goals and hold up the roadblocks and implement feedback policy on those blacks
(Rajan and Ganesan 2017).
Focus on the short term goals: it is important for the leader to focus on the goals and guide
its team mates on the same. The goals must be divided into smaller parts where it can be
achieved success without any pressure.
Don’t give up: the persistence is the key accomplishment factor and is essential to give up the
procedure of change management in the ongoing process no matter how tough the situation
turns out to be.
Incorporated change: besides the management of effective change it is also important to
reinforce the part which needs to be refined in the workplace culture.
Hence it can be compared within Lewin Change Management Theory and Kotter’s
Model on the basis of functioning where Lewin’s Model can be terms as involving transition
and freezing of the changes where the alteration is fixed and has no surety of maintaining the
changes (Taher, Krotov and Silva 2015). On the other hand the Kotter’s Model specifies on
the point of motivating the employee constantly as changes needs to be adapted by the
assistance of the leaders. Hence this has a positive and long term impact on the organization.

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Recommendation
Hence it can be recommended for the organisation in order to implement the change
management by motivating not only the employees working but enable the managerial level
to also keep up their motivation by maintaining a strategic direction and orientation meets of
the directors long with the upper level managers. It is important to connect with the
employees and create a culture and climate where both the levels can work in a harmonious
manner. On the other hand it is important for the employee to see and understand exactly
what they are in need and how the changes can impact on them. Change management needs
to generate a high level of impact and bring in a difference in current and behavioral
situations. The manager requires creating a high level of contrast which is dissimilar from
today and a high level of disagreement which is sensory experience of the impact of the
change. Lastly it can be recommended that the change must aim to manage the co-creation of
change and permanence where flourishing companies in the aggressive market function
between the chaos and structure in order to maintain both adaptive innovation and consistent
execution.

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Reference
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Baumgartner, R.J. and Rauter, R., 2017. Strategic perspectives of corporate sustainability
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Booth, S.A., 2015. Crisis management strategy: Competition and change in modern
enterprises. Routledge.
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Cox, A.M., Pinfield, S. and Rutter, S., 2019. Extending McKinsey’s 7S model to understand
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Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
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Hornstein, H.A., 2015. The integration of project management and organizational change
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Hossan, C., 2015. Applicability of Lewin's change management theory in Australian local
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Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an
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Research, 28(1), pp.51-66.
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