Change Management Models
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Abstract
The failure of change management in different corporations has led to the need of identifying the overall changes that occur within the organization. The objectives of the research were to discuss three change management models, analyze their similarities and differences and assess the need for change management. The discussion section identified the following. The Levin’s Change Management Model was the easiest to apply due to the reduced number of steps for implementation. McKinsey 7-s Model offered the holistic change strategy for the organization. The Kotter’s Eight step Model focuses on the preparation and enforcement of the changes within the organization. The research concluded that change management models offer vivid steps for change.
Introduction
The change management has been seen to affect different individuals in organizations. There are five principles that should be implemented in change management. The first principle is the realization that people will behave differently to the proposed changes. The fundamental needs for the organization allow the meeting of the desired interactions and changes within the organization. The other principle is the realization that change will result to a loss and gain for different individuals. The expectation of the employees should be realistic and the fear should be dealt with by the management, (Haughton, 2012). The unrealistic expectations, transparency and control of the individual’s expectation are a requirement that is needed in the reassurance of the divergent issues that occur.
This analysis offers insights to the diverse sectors and management on the implementation of three change models. The realization of the different requirements for the changes will assure the success of the firm with regard to the effecting of the desired rules and regulations. The intense emotions, stress, strong dissatisfaction and loss of rational judgement can be curtailed through the implementation of the change models.
1.1. Scope
The research discussion section will research the three different models that have been implemented in change management. The identification of the models will be based on their overall state of the application in the running of the management. The analysis section will analyze the similarities and differences that the three models pose to the management. The conclusion section will offer the explanation of the need for change management.
1.2. Objectives
The purpose of the editorial is to offer insight to the management on handling the different changes that occur in the organization through change management. The three objectives are as followed:
- To discuss three change management models
- To analyze their similarities and differences
- To assess the need for change management
1.3. Thesis
Change management models offer vivid steps for change
Discussion
There are three types of change management model that have been satisfied the requirement to be supportive in the organization of the changes. These change management models are as followed.
2.1. Model 1- Levin’s Change Management Model
This model was created in the year of 1950. The inventor of the Model was Kurt Lewin. The model recognized the overall nature of people wanting to operate within a certain zone of safety. The model emphasized the overall approaches that would provide the leverage for the changes to occur, (Hidalgo, 2012). The employee’s in the organization are required to have the understanding of the need for the changing. The quality of guidance and the dedication of the different sponsors was the other issue that was based on the analysis of the divergent events. The changing structure, education and training were required for the purpose of analyzing the divergent activities for the organization. The effectiveness of the communication is required. The infrastructure was aligned swiftly and the management to make skills for the change agents.
The model comprised of the three stages of Unfreezing, transition and refreezing. The unfreeze stage deals with the efforts to curtail the resistance to change. The need to overcome the tendencies requires a period of thawing and unfreezing that is initiated by the organizational motivation, (Hidalgo, 2012). The transition stage follows after the initiation of the changes. The Corporation or Business moves the transition period to occur during a specified amount of time. The reassurance and adequate leadership are the necessary characteristics that are required to be enforced to the process successfully, (Hidalgo, 2012). The refreezing stage occurs after a change has occurred. The Corporation or Business will offer automation and behavioural enforcement to operate under the stated guidelines. This model has been applied due to its ease of application. The model has allowed the offering of the major changes.
2.2. Model 2- McKinsey 7-s Model
The change management model offers a holistic approach for the management of the operations for the Corporation or Business. The model was created by Waterman Robert, Richard Pascal and Tom Peters. This was in the year of 1978, (Lang, 2012). The model offered four unique benefits to different Corporation or Business. The model is an efficient technique for the diagnosis and understanding of the organization. The management will be able to offer the guidance and direction to all the sectors of the organization. The management allows the combination of the emotional and rational components for guidance. The components offer the integral parts that are to be addressed in the approach for change management.
The model considered seven stages or issues that are required to be assessed. These included the Shared values, strategy, structure, systems, style, skills and staff. The strategy stage requires the assessment of the top-to-down delegation, (Haughton, 2012). The stage of the structure requires the management to offer the reassurance of the board’s critical mass for the change to occur, (Brown, 2012). The systems or processes of the organization are required to be exclusive and bureaucratic. The identification of the process of change and authority will allow the growth of the divergent approaches that can be used to manage changes. The style of leadership should allow the empowerment and facilitation of the different issues that are required in the assessment of the approaches of the management, (Brown, 2012). The skill’s stage requires the reassurance of the support from the interpersonal, political and expertise department for the organization. The shared values allow the purchasing of the patient that is centred on the loyalty and trust.
2.3. Model 3- Kotter’s (Eight step Model)
The model was created by a university professor by the name of John Kotter. The changes lead to the campaign of the employees in buying into the changes after the leaders will have convinced the urgent need for the changes to occur, (Chandler, 2012). The approach has been successful in offering the step by step model approach and offering the focus of accepting and preparing changes. The transition is regarded to be easier with regard to this model. The steps are as follows.
The management will be required to increase the urgency for change from the management. The identification of the urgency will allow the identification of the divergent issues that necessitate the change. The second step is the building of the team that will be dedicated for the performance of changes. The third step for the management will be the creation of the vision for change, (Chandler, 2012). The vision will offer a guide to the activities of the Corporation or Business. The communication of the need for change will be the fourth step. The fifth step is based on ensuring that the employees are empowered with the ability to change their activities. The creation of the short term goals helps in the achievement of the divergent issues that affect the organization, (Haughton, 2012). The seventh step will be an increase of persistence with regard to the required information. The last stage is the management’s formulation of policies and guidelines that make the changes permanent.
Analysis
The three models are used to offer the approaches for changes in the organization. Different institutions can choose any of the models for the purpose of the change. The similarities and differences of the models are as follows, (Wiseman, 2012). All the models acknowledge the importance of communication in the effecting the desired changes for the management, (Chandler, 2012). The administration of the institute is required to work on effective communication before effecting the desired changes in the organization. The ease of communication allows the ease of deploying new skills to the critical areas for the firm. The management is able to take a little time to communicate with employees.
All the models agree that the management’s leadership plays a crucial role in change management. The leaders of the different departments are required to have low levels of anxiety for the effective change implementation, (Wiseman, 2012). The behavior of the management, like emotional stability, will impact the effective changes to the management. The action orientation, confidence and transparency are the different traits that were required for the successful implementation of the change management models.
The disparities of the change models are as follows. The Lewin’s model is seen to be the easiest with regard to the management of the changes, (Lee, 2012). The seven S models and the Kotter’s (Eight Step model) involve the application of numerous steps that have to be implemented. The Lewin’s model is less complicated than the seven S models and the Kotter’s (Eight-Step model). The ease of the application has led to the increased application by different Corporation or Business. The model allows the managers to be able to compare the differences that occur with regard to the changes. The Lewin’s Model and the Mc Kinsey Model can easily skip the steps. The Kotter’s model will be a failure for a skipped step. The Lewin’s model is considered to take the shortest quantity of moment as compared to the other models.
The McKinsey 7 S model requires the effective methods for the understanding and diagnosing the changes that have been understood by the organization. This assures the providence of guidance for the organizational changes. The Lewin’s model and the Kotter’s model don’t focus on the change management holistically, (Lee, 2012). The model is or beneficial than the others since it considers the emotional and rational components that affect the running of the Corporation or Business. The model requires the focus on certain items while leaving out the other departments. This limits its operation as compared to the other models.
The Kotter’s eight step model has allowed the skipping of the advantages for the model. The model assures the provision of ease for the easy step-by-step model, (Chandler, 2012). The focus on the steps requires complete commitment to the changes as compared to the other models. The model allows the preparation of the employees for the definite changes that will occur in the performance of the definite activities. The transition is considered to be easier to allow the dealing with time.
Conclusion
In conclusion, change management models offer vivid steps for change. The implementation of the change management allows the reduction of resistance, stress, dissatisfaction, stability and intense emotions. The need for transparency, inclusion and control will offer the identification of the divergent issues that affect the operations of the organization. The loss of the rational judgement assures the identification of the divergent nature of activities and operations within the management. The editorial was proficient in discussing the three change management models. The models were Levin’s Change Management Model, McKinsey 7-s Model and Kotter’s Eight steps Model. The analysis offered the identification of the similarities and differences of the three models. The similarities of the three models were based on the need for effective communication and leadership. The differences acknowledged the following. The Levin’s Change Management Model was the easiest to apply due to the reduced number of steps for implementation. McKinsey 7-s Model offered the holistic change strategy for the organization. The Kotter’s Eight step Model focuses on the preparation and enforcement of the changes within the organization.
References
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Chandler, J. (2012). Movement and combination in controversy: Gender, supervision and Academics in England and Sweden. Journal on Gender and Organizations, 19, 1, 52-70
Haughton, G. (2012). Post-political spatial development in England: a catastrophe of consensus: Journal on Transactions or the Institute of British Geographers, 37, 1, 89-103
Hidalgo, A. (2012). Innovation supervision techniques and advancement degree: modernism progression in service organizations: Journal on research and development Management, 42, 1, 60-70
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Wiseman, R. (2012). Towards a community Theory of Agency: Francis and Taylor Publication: Journal on Management Studies, 49, 1, 202-222
