Comprehensive Report on Management Changes, Innovation, and Strategies

This report provides a comprehensive overview of management changes, exploring various models and strategies for effective implementation. It begins by defining management change and its role in innovation, then delves into key models such as Kurt Lewin’s Change Management Model, John Kotter’s 8-step model, and the ADKAR model. The report analyzes a case study focusing on employee adoption of new technology, applying concepts like Diffusion of Innovation and Disruptive Innovation. It also provides examples of companies that have successfully adapted to change. The report further discusses behaviors that encourage and discourage change, barriers to change, and strategies like open innovation, bottom-up approaches, and Edward de Bono’s Six Hats. Finally, it addresses project management, learning and development systems, workplace hierarchy, and human resources in the context of change management, offering insights into how to navigate the challenges of adapting to new environments.

Running head: MANAGEMENT CHANGES
Management Changes
Name of Student
Name of University
Author’s Note

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Table of Contents
Task 1...................................................................................................................................2
Question 1........................................................................................................................2
Question 2........................................................................................................................2
Question 3:.......................................................................................................................3
Question 4:.......................................................................................................................4
Question 5........................................................................................................................5
Question 6........................................................................................................................5
Question 7:.......................................................................................................................5
Question 8:.......................................................................................................................6
Question 9........................................................................................................................7
Task 2...................................................................................................................................8
Question 1........................................................................................................................8
Question 2........................................................................................................................9
Question 3......................................................................................................................10
Question 4......................................................................................................................11
Question 5......................................................................................................................11
Question 6......................................................................................................................12
Question 7......................................................................................................................12
Question 8......................................................................................................................13

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Task 4.................................................................................................................................14
Impact Analysis.............................................................................................................14
Reference...........................................................................................................................18

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Task 1
Question 1
The management change is a process that helps any organizational transactions to be
done in ease. Management changes help to ease on to aids on the people side of change.
Management changes play a vital role in innovation (Batáry et al., 2015). Management changes
help the employees to understand, accept, to commit and embrace changes in the current
business environment when the innovation is implemented in the organization.
Management changes in an organization in various ways such as strategic, leadership or
technological advancement (Batáry et al., 2015). The resistance which arises due to the fear of
losing the job when the new technology implemented in the business are solved by the
management of the company (Batáry et al., 2015). The administration needs to conduct a training
session which will lead to assure the job for the employees.
Question 2
Kurt Lewin’s Change Management Model: Kurt Lewin developed a 3 stage management
model are unfreezing, change and refreezing. The process of change involves three stages which
include moving toward the new, desired level of behaviour and then solidify the new act. The
unfreezing is the change which can move towards the original; changing is the stage which
includes the desired level of activity and freezing is the point which involves solidification of the
new behavior (Stummer et al., 2015).
John Kotter’s 8-step model of Change: As per John Kotter model of change includes eight
steps. They are Increase urgency, build the guiding team, develop the vision, communicate for
buy-in, empower action, create short term wins, don’t let up and make change stick. These steps

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will help the management to make their employees get acquainted with the change, which may
happen due to a change in technology and innovation.
ADKAR’s Change Model: ADKAR stands for awareness, desire, knowledge, ability and
reinforcement. ADKAR was developed by Jeff Hiatt in the year of 2003. This change model was
developed by a famous practical tool by Prosci. This change model is mainly intended to be a
coaching and change management tool which help the employees through the change process
within the organization (Stummer et al., 2015). As per the change model, the first step is to
create awareness among the employees and peers. The desire for the change by the employees
will help to support the change. The employee needs to gather knowledge about the new
technique. The ability involves the improvement of skills by managing new behavior of the
employees. Reinforcement is the backup, which helps to clear all the problems.
Question 3:
(a) As per the above case study, it can be stated the employees’ desire for learning new
technology is changing as there is a spark of dissatisfaction among the employees and
also composite management is absent from the employees.
(b) In the case study, Ozzie is expecting to implement new e-learning because if the
employees can use the e-learning system, then the results can be quickly reviewed and
reported. In this system the staff will be able to learn individually, interaction with the
learning is also possible, the knowledge gap can also be considered and track their
standards.
(c) As per the case study, the staff can are not sure whether the implementation of the new
technology for training. Though the latest technology helps the employee from every

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possible way it is the fear of the staff regarding the use of the new technology leads to
such dissatisfaction in use of the latest technology.
(d) As per the case study, Ozzie could provide the initial training of how to use the portal of
e-learning so that the staff gets acquainted with the technology.
(e) Ozzie could use both informal and formal communication before the implementation of
the new technology in the business. When Ozzie sends the e-mail to the staffs, then they
will be aware of the change. Ozzie can also meet the team individually or in the group so
that the employees can have a better idea about the difference in the learning system.
Ozzie should also explain the benefits of the e-learning which will help the staff to adopt
the change.
Question 4:
Diffusion of Innovation: Diffusion of innovation is also one of the oldest social science theory,
which was developed by E.M. Rogers in the year of 1962. This theory explains the
communication to tell, over time, an idea or product gains momentum and diffuses through a
specific population or social system (Spalding et al., 2015). The result of diffusion theory is that
people are the part of the social network which adopts a new idea, behaviour or product. As per
this theory, adoption means an individual does something different than what they have done
previously. The diffusion of innovation has different strategies for separate adapters. The policies
are innovators, early adopters, early majority, late majority, laggards.
Disruptive Innovation: Disruptive innovation is an innovation, which will create a new market
and also the value network. It will disrupt an existing market and value network that will
displace the established market-leading firms, products and alliances. As per this regard, it can
be stated that there are different parts which include sustaining that has two parts, they are

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evolutionary and revolutionary (Spalding et al., 2015). In the sustaining section can be explained
as the innovation that does not significantly affect the existing markets. Evolutionary is the part
which includes a change that improves the product in a current market where the customers are
expecting. In the case of revolutionary, an innovation that is unexpected, but it does not affect
the existing market. When introducing the new technology in the business, then the disruptive
innovation is the best theory.
Question 5
1. IBM is one of the companies who started off the business with using the PC but it
changed into software development.
2. Berkshire Hathaway is also one of the companies who started off as the textile company
and then it changes into one of the world’s biggest investing funds.
3. Nokia started off as the mining engineer company which changes into Smartphone
Company.
Question 6
The technology of making the payment or purchasing any item with a single tap is very
innovative. This technology provides extra security to the card user because they did not need to
put the passcode, and hence, there will be no chance of the passcode getting exposed (Martins et
al., 2015). This innovative technology also makes it easier for the user to use the card. In this fast
pacing world, it helps the user to use the card in much less time for conducting the transactions.
Question 7:
Encourage Behaviour:

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1. The stakeholders of the company need to be more flexible regarding the use of the new
technology and the new change which is implemented in the company.
2. The employees should feel free to approach the management for any quarries regarding
the change in the business or implementation of the new technology.
3. The employees need to open for taking training, which will develop the skills of the
employees.
4. The fearless behavior of the employees is what will encourage the employer to
implement the change in the business or implementing the new technology.
5. The employees should be rewarded if they bring some of the innovative ideas in the
business.
Discouraging Behavior:
1. Often employees reluctant to change in accordance with the change in the business.
2. The adoption of new technology creates an environment of distress.
3. The employees create informal groups in the company which rebel the change.
4. The employees did not want to go for skills improvement.
5. The employees of the company often provide threat to leave the company keeping the
change as the issue.
Question 8:
Project Management: When company peak the projects from their clients, it is often based on
the client’s point of view (Martins et al., 2015). It will block the company to bring any change,
which originates from the change in technology as the dedicated team will not able to participate
in the training regime conducted by the organization.

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Learning and Development System: In many companies, the training procedures are not right,
or they don’t have continues development program for the employees so that they can increase
their skills as much as they want. It comes up as one of the most significant barriers for the
change because the company needs to develop the employees following the change.
Workplace Hierarchy: In many companies, the management system follows the bureaucratic
system which leads to the rise in the dissatisfaction among the employees if the management
forces the employees.
Process and procedures: The working process of the company can sometimes become a barrier
to change or implementation of the new technology because the working pressure and the
procedures of handling the loads eliminate the chance of training, which will help the employees
to get used to the latest technology.
Human Resources: In some companies, the HR department does not have a good relationship
with other employees. It makes them hard to manage and drive the employees for the training,
which is an integral part for the employees for the adoption of the change.
Question 9
Open Innovation: Open innovation is a term used for promoting the information age mindset
for the change that runs counter to the secrecy and traditional corporate research labs. As the new
startups mainly innovate the new ideas than the existing organization the ideas behind the open
innovation is that world of widely used knowledge the researcher cannot afford or rely on other
research instead it should buy or license processes or inventions.
A Bottom up Approach: The bottom-up approach is the strategy which includes information
processing and knowledge ordering which is used in a variety of fields like software, scientific

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theories and humanistic theories. It also helps in the field of management and organizations. It is
used basically in the field of thinking, teaching and leadership. It helps to give rise in the
complex systems which make the original systems, sub-systems of the emergent-system.
Edward de Bono’s Six Hats: Six Thinking Hats is one of the simple and most effective parallel
thinking processes that help people to become more productive, mindfully involved and most
focused. It is one of the powerful tools set which can be learned immediately. There are six types
of toolset which represent the six types of thinking. They are white hat, red hat, black hat, yellow
hat, green hat and a blue hat. Though it is one of the most effective ways to understand the
techniques in some of the fields like doctors, architects or sales directors becomes inefficient.
An Ideas or Business Incubator: An idea regarding the business incubator cover the
dimensions like credibility development, the shortening of the learning curve, faster
troubleshooting and access to the network of entrepreneurs. The recognition of the opportunities
by entrepreneurs is also one of the crucial factors which determine the business model.
Innovation Competitors: Innovation competition is one of the method or the process of the
industrial process, product or business development. This model focuses on the creation and
elaboration of the best and sustainable ideas, which are coming from the best innovators..
Task 2
Question 1
Terri, who is co-owner of the café, need to implement the new idea to cop up with the
customer growth and also satisfies the customer needs. As the restaurant has only four people to
manage, so the café should implement a new idea to cop up with the growth of the company. The
implication of a new system like the implementation of the app will help the café to ease the

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method of taking the order and hence overcrowding in the restaurant can be avoided. The app
system will also help to reduce the cost of the company. As the restaurant has minimal space, so
it will be beneficial for the customers to book the table beforehand. The service quality of the
café will also increase as the employees of the restaurant will be aware of previously. The food
service will also double as the café will be mindful of the food ordered by the customers
beforehand. It will enable the café to provide better quality food, which is not possible when the
customers are in a hurry. The café will able to entertain more customer as well as improve the
quality of food even during the time of rush. These factors will also help the café to manage the
operations swiftly; there will be no overcrowding on the floor. The sales of the café will also be
increased due to the excellent service and good quality of food.
Question 2
Problems
1. The implementation of new technology will help to reduce the time, which is required for
the everyday operations in the café. The technology in this aspect will help to eliminate
the job of taking the order gradually. It will help the restaurant to invest more time in the
service and increase the quality of food.
2. The implementation of new technology will also help the company to get instant
feedback from the customers through the app, which in turn will help the customers to
increase the service quality and the food quality of the café.
3. The introduction of the technology will help to reduce the administrative cost of the café.
The administration cost is one of the main value, which leads to a decrease in the revenue
for the restaurant. After the introduction of technology in the business system, it will help
the employer to reduce the cost.

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4. The implementation of the app in the ordering system of the company will enable the
café to manage the order much efficiently.
5. The customer targeting will also increase, as the employer could keep track of the order
list, which will help the company to analyses the group of customers who are frequent in
the café.
Objectives:
1. The café need to target a group of customers
2. The café should invest some time in managing the app
3. Reducing the waiting time for the customer
4. Improving the service quality of the café\
5. Improving the food quality of the café.
Question 3
There are many risk which can be associated with the company when the company goes
for the implementation of new technology or any kind of innovation. They are as follows:
1. Lack of shared vision, purpose and strategy
2. Short-term thinking
3. Lack of time, resources or staff
4. Innovation not articulated as a companywide commitment
5. Lack of ownership by the management of the company
6. Leadership expects payoff sooner, which is unrealistic
7. Management incentives are not systematic and structured in nature to reward innovation
8. Lack of having reward and recognition programs.