Organizational Change Models: A Comparative Analysis Report

This report provides a comprehensive overview of organizational readiness for change, focusing on two prominent models: the 7 aspects for organizational change and Kotter's 8-step model. The report begins by defining organizational readiness and the importance of employee and management adoption during change implementation. It then details the 7 aspects model, including evaluating employee perceptions, defining vision, fostering mutual respect and trust, initiating change, securing management support, ensuring acceptance, and managing the change process. Following this, the report explores Kotter's 8-step model, covering the creation of a sense of urgency, forming a powerful guiding coalition, developing a vision and strategy, communicating the change vision, removing obstacles, creating short-term wins, consolidating improvements, and anchoring new approaches. The analysis highlights the overlapping areas and differences between the two models, such as the emphasis on vision and employee acceptance. The report concludes by noting that both models emphasize the importance of vision, acceptance, and implementation, while also highlighting the significance of management support and employee-driven change, offering valuable insights into effective organizational change management.

ORGANIZATIONAL READINESS FOR CHNAGE

Organizational Readiness:
Organizational readiness for
changes refers to those factors those
indicate the readiness of the
organization for the change.
In this situation, it is the
responsibility of the management and
the employees of the organization to
adopt the change and take necessary
actions to implement the change.

Name of two models regarding
organizational change:
•7 aspects for the readiness of
organizational change.
• Kotter 8 step model

7 aspects of organizational change:
•Evaluating the perception of
employees:
•Vision:
•Mutual respects and trust:
•Initiating the change:
•Support from the management:
•Acceptance:
•Managing the change

Cont..
Evaluating the perception of employees: The
perception employees of the organization
regarding the change is needed to be
evaluated at the beginning of the
initialization for the change.
Vision: the vision for change helps to define
the scope for the change.
Mutual respects and trust: The mutual trust
and respects are needed to be developed
between the employees so that they can
express their thoughts regarding the changes
in the organization. This will eventually help
to enhance the process.

Cont..
Initiating the change: the implementation of the
change in a proper way is important for the
organization.
Support from the management: the management
support for the initialization of the changes are
important. This support from the organization can be
reflected through the formation of the special team
for the implementation of the change.
Acceptance: The proposed changes are needed to be
accepted by the management of the organizations
and the employees of the organization.
Managing the change: After the changes are
implemented in the organization the management of
the changes are needed to be done in order to keep
those changes effective in the organization.

Kotter 8 step model:
•Creation of sense of urgency:
•Creation of guidelines:
•Creation of the vision:
•Communication with the vision:
•Removing obstacles
•Creation of short term goals:
•Consolidated improvements:
•Implementation of the change:

Cont..
This model is used for the changes in
the organization. The first three steps in
this model is concerned about the
creation of the necessary situation for
the change. Step 4 and 6 is about
linking the change with the
organizational needs. The
implementation of the changes is done
through the step 7 and 8.

Overlapping of the two models:
Both the models are regarding the
organizational readiness for the
change. However, some of the steps in
these models are similar. On the other
hand in some cases these two models
are different. In both cases the scope
of the vision and the creation of the
acceptance of changes among the
employees are needed to be done.

Cont..
These two models also overlaps in the
area for the implementation of the
changes in the organization. However,
Kotter 8 model is specific about the
evaluation and the creation of vision.
On the other hand the 7 aspects
model is not specific about the
creation of vision, however, in this
model the scope is defined a right way.

Cont..
The mention of the support from
management in the 7 aspect model is not
mentioned in Kotter 8 step model. It can be
said that the 7 aspects model is more
organization driven in case of changes
whereas kotter 8 step model is driven by the
employees to implement the change.

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