This report provides an analysis of change management, focusing on Kotter's eight-step change model and Lewin's Force Field analysis. It explores the importance of organizational culture and the role of managers in facilitating change. The report examines the IBM case study, highlighting how the company underwent a significant transformation driven by a sense of crisis and the CEO's role in changing the organizational culture. The discussion emphasizes the practical application of these models and strategies for successful change implementation within organizations, drawing on the insights of various researchers and experts. The report concludes by reinforcing the importance of effective management in fostering a culture that embraces change and maintains employee satisfaction.
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