Level 7 Extended Diploma Organizational Change Report: Unit 7010v1

This report provides a comprehensive analysis of organizational change strategies, focusing on Unit 7010v1 of the Level 7 Extended Diploma in Strategic Management & Leadership. It begins with an introduction to the inevitability of change and its impact on organizations, highlighting the importance of effective change management. The report identifies and evaluates various organizational change models and frameworks, including Lewin's, McKinsey's, and Kotter's models, as well as Beckhard and Harries model and Change Equation model. It assesses criteria for selecting appropriate implementation models. The report then delves into applying creative problem-solving techniques to address change challenges and identifies change solutions aligned with organizational strategic plans. Furthermore, the report demonstrates the use of analytical tools for monitoring change progress and effects, assesses monitoring and measurement techniques, and analyzes strategies to minimize adverse effects of change. Finally, it outlines the processes to review the impact of change, analyzes the results of the impact review, and presents the findings.

Organizational Change
UNIT 7010v1
Level 7 Extended Diploma in Strategic Management & leadership
UNIT 7010V1
Implementing organisational change strategies.
AlAA A. ALY

PERFORMANCE MANAGEMENT
Table of Contents
Introduction...................................................................................................................................1
TASK 1
A.C. 1.1 - Identify a range of organisational change, models or frameworks…………………………………………2
A.C. 2.1 - Evaluate a range of change implementation models……………………………………………………………..2
A.C. 2.2 - Identify the criteria to select a change implementation model that supports organisational
change......................................................................................................................................................7
A.C.1.2 - Apply a range of creative problem solving techniques to address change challenges...............9
A.C. 1.3 - Identify and justify change solutions that link to organisational strategic plans.....................10
TASK 2
A.C. 3.1 - Demonstrate the use of analytical tools to monitor the progress and the effect of change...10
A.C. 3.2 - Assess monitoring and measurement techniques to change within an organisation.............11
A.C. 3.3 - Analyse strategies to minimise adverse effects of change......................................................12
TASK 3
A.C. 4.1 - Identify the processes to review the impact of the change....................................................14
A.C. 4.2 - Analyse the results of the impact review................................................................................15
A.C. 4.3 - Present the findings of the impact review…………………………………………………………………………....16
Refrences.....................................................................................................................................17
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Introduction
Change is not only inevitable for any organization, but it is also essential for the
sustainability and survival of an organization. The process of change positive or negative impacts
on an organization. Nonetheless, the assessment and study of the change within an organization
can help us understand what strategies are effective. The change theory within an organization
have principles that are applicable to long-term as well as short-term changes within an
organization. Further studies how the changes are implemented and what is the review process that
is involved in the assessment, monitoring and reviewing the impact of the change.
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1.1 - Identify a range of organizational change, models or
frameworks
The primary objective of implementing an organizational change is to deliberatelyenhance
the performance of an organization towards success. In order to implement the changes within the
process of an organization, a company can follow a variety of different change models. Some of
the most Critical Change Management Models to Evolve and Survive for an organization are:
• Lewin's change management model.
• The McKinsey 7-S model.
• Kotter's theory.
• Nudge theory.
• ADKAR.
• Bridges' transition model.
• Kübler-Ross' change curve.
• The Satir change management model.
Among these models some of the most important models are Lewin’s change management
model, McKinsey’s model and the Kotter’s theory .According to the Lewin’s model, there are
three steps involved in change processes. These are in order to succession unfreezing, changing
and refreezing. Unfreezing refers to the creation of awareness about the change that is to take
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place. Changing is the actual implementation of change and Re-freezing is the establishment of
thenew conditions as organizational norm. The 7-S framework is concerned with dividing the
strategic elements of change into hard and soft elements. The hard elements are strategy, structure
and systems. The soft elements are shared value, skills, style and staff. These things are combined
together to from effective change strategies. The 8-step change model was provided by John
Kotter.Step one is the creation of urgency, the next step in accordance of their succession are
forming coalition, creation of vision, communication of vision, removal of obstacles, creation of
short-term goals, building on the change and anchoring the changes.
2.1 Evaluating a range of change implementation models
Bringing a certain change within an organizational process is a difficult process because
there are several hindrances that may come in the way of implementing a change. Numerous
experts have been able to develop a variety of models in order to bring a workable change within
the organization. Considerable models for evaluation in this study are:
Kotter's change model
Beckhard and harries model
Lewin's change management model.
Change the equation model
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Kotter's change model
The Kotter's change model is also called the 8 steps model for change. It was designed and
presented by John Kotter, and explains how the organization has to go through a variety of
different stages of change to reach its destination. However, it will result in loss of efficiency in
bringing the change and the end results will probably not be as satisfying as they were desired to
be. If the management makes critical mistakes in any of the eight steps throughout the time frame,
it can impact the overall momentum. The eight crucial steps according to Kotter are:
Developing an environment of urgency
At first, it is important to create a climate of urgency within an organization so that the
employees can perceive that the current practice is not giving satisfactory results and there is a
need to do things differently. The discussion on the opportunities and the weaknesses can outline
the current practice scenario and highlight the gaps that the organization must overcome.
Developing a team for power coalition
Once the perception and the environment of urgency is created, a team should be assigned
which comprises of people who have authority within an organizational network to influence
people to adopt the forthcoming change.
Development of clarity within a new vision
The clarity of the vision is essential. A clear vision should also highlight the strategy that is
to be implemented for the desired change.
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The dispersion of the new vision
Once a clear vision is developed, it is important to assign a certain time for the dispersion
and communication of the new vision throughout the organization so that the new vision can be
properly perceived.
Empowerment of others
To work for the new vision, this step focuses on empowering others with skills, training,
and resources to act upon the in order to bring a change.
Short-term goal settings
In order to ensure a long-term change, it is important to develop short-term goals so that the
success can be effectively tracked down.
Consolidation of improvements and continuation of change
This step consists of monitoring what worked and what needs to be improved. This way the
organization can keep revising the practices in terms of behaviour, policy, plan of action,
structures, and the system.
Institutionalization of the new approaches
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Once it is determined what worked with the passage of time, the new approaches can then
be institutionalized and given a final shape and structure. This would help to cause it to become a
norm and blend into the changed or newly adopted corporate culture within the organization.
In terms of suitability, this eight-step Kotter’s model is not difficult to implement. One of
the main reasons for this is the segmentation of each process as a step. It also sets a time
framework and presents the opportunities to make the process easier.
Beckhard and harries model
The Beckhard and harries model was developed in 1987. The three states of change that are
considered in this model are 1) the present, 2) the intermediary transitionary stage, and 3) the
future of change. According to the theorists, any organizational change takes places within these
three stages. According to this model, the change that is originally desired will be achieved in the
third stage of the organizational change, i.e. the future. The present stage is when the change is
introduced which creates a movement within the organizational process. During the transition
stage, the change is not fully prevalent until it reaches the future stage. During the present stage,
prepare stakeholders and employees for an upcoming change. This also requires proper training.
The second and intermediate stage of transition is when the change is introduced within an
organizational process and the employees, internal and external environment, processes and the
structure of an organizational process is undergoing a change in its rudimentary form. Some
turbulence and dissatisfaction are obviously inevitable. It requires a keen eye to understand if it
should be continued despite the turbulence or not. During the final stage, the change overcomes the
entire organizational process, environment and the internal structure is completely ready to adopt
the change and bring it into practice. In this stage, the change is also expected to bring or start
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bringing about the desired improvements within the process that determines organizational growth
and stability.
Lewin’s change model.
Like the Beckhard and Harries Model, the Lewin’s change model also consists of the three
main components. Lewin comprehensively provides an explanation on how the management can
bring about a change in three different components, i.e. the initiation, the management, and the
stabilization. The three steps involved in this change model are known as 1) unfreezing, 2) change,
and the 3) refreezing process. The first process of unfreezing requires the weakening of the already
prevalent behaviour, action and attitude within the process that is staunchly practiced. The second
step is for the induction of a change in the attitude of the people. This step looks into a
modification of the behaviour and giving the employees a new way of thinking about the required
change and its consequences. The last and third step for the organizational change in this model is
refreezing, which involves the strengthening and maintaining the newly introduced change in the
organizational process.
Change the equation model
This model looks into the organizational change with a mathematical approach. It presents
a multiplicative nature of change within an organization. The change equation that is developed by
Gleicher is represented as:
D Ã- V Ã- S > R
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Here the variable D stands for the dissatisfaction of current state quo, S is for the first step
that is required to be taken, V is for clarity of the vision for change, and R is for the factors that
resist the implementation of that change. The equation suggests that the multiplicative effect of D,
S, and V needs to be greater than the resistance for change in order for the change to prevail within
an organizational process. By mathematical approach, it also implies that is any of the three factors
on the left side is absent, zero or minuscule, then the overall product of the three will be zero or
small. Therefore, in such a scenario it will not be able to overcome to resistance.
2.2 Identifying the criteria to select a change implementation
model that supports organizational change.
A variety of factors can be taken into account while choosing the correct implementation
model that can support organizational change. Today, the modern corporate sector is advanced,
and it should be ensured that the model does not contain unimportant activities that may consume
precious time unnecessarily. Here are some of the most important criteria that must be considered
while evaluating a model for organizational change.
A Structured Model
The choice of the model must ensure that it is a well-structured and flexible model that
takes into account a variety of factors including the employee as well as the organization or
business elements for the change. The structure is a great and effective way to make sure that your
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approach is organized and you are not taking a fluke. Whereas, flexibility in any model allows the
management to take alternative approaches that do not compromise on the original goal.
Practicality
Although models are built on theoretical approaches, it is still important to evaluate their
practicality in order to develop a business-oriented methodology from it. Organizational change
would need a more conceptual model for practical implementation.
Guidance
An effective model should have a framework that offers guidance for actions in a variety of
situations. It is inevitable that an organizational change faces obstacles or hindrances during the
course. However, the proper actions and prevention from making critical mistakes can be a key to
save the sinking ship.
Communicability
The model should be communicable and dispersible so that all of the stakeholders can be
informed about the organizational change that is to be implemented.
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1.2 - Apply a range of creative problem-solving techniques to
address change challenges
The management and implementation of an organizational change is a complex process.
Therefore, a variety of different obstacles and challenges can arise difficulty to reach the desired
goals. In order to address these problems and resistance to change, there are a number of things
and a variety of different problem-solving techniques that the management can implement
depending on nature and the type of the problem faced. The changes can be classified as adoption,
evolutionary changes, revolutionary changes and reconstruction changes. For managing a change,
the roles of people within a team, including the human resource managers, directors, team leaders,
and strategic managers can be changed. Another approach to problem-solving is the change in the
style of the management. There may be various styles of management within an organization, such
as the directive, collaborative and coercive style. The process for problem-solving can be summed
up as:
• Defining and evaluating the problem
• Identifying or creating options
• Asking questions
• Exploring the context of the problem
• Switching the roles
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