Changing- involves identifying and implementing the change in the organisation encouraging and motivating employees to adapt to the new structure and culture. Refreezing- the final stage of the process which preserves the change in the organisation. Guideline to the Force Field Analysis: * Understand and describe the current position of the organisation. * Clearly plan the desired state of the organisation due to change. Futuristic goals and visions.
Based on what I’ve learned from Worth (2011) this is a potentially tumultuous environment and therefore a high level of discussion and debate is required preferably beforehand. I would therefore initiate sensitization sessions to be done before the main board meeting where the changes will be discussed and endorsed. These sessions will educate and brief board members about the planned changes. To make it easier, I would target chapters lumped up into regions and carry out the briefings at the regional level, allowing enough time for us to cover all regions. The aim of these sensitization sessions would be to have each chapter understand the proposed changes and how those changes would impact their organizations, plus what benefits they would derive.
You should discuss the choice of topic and an outline of your submission with your line manager and/or your tutor. The choice of topic must allow you to demonstrate achievement of assessment criteria from the units studied. It should not be a very large or complex topic, but it must offer scope for planning change – perhaps it is a change in working methods, customer service or working relationships. Write a report to your line manager about a change that is needed which could be implemented in the near future. The 'nominal' word count for this
The moving stage involves encouraging the participants to adopt new perspectives that enable them to perceive that a current situation can be improved (Lee, 2006). This is best accomplished by having open lines of communication, and developing the sense of commitment and involvement in the participants. This will help to strengthen the driving forces and weaken the resisting forces. Active personal involvement will support successful implementation for change (Lee, 2006). The refreezing stage involves accepting the change and reinforcing the new patterns of behavior by maintaining support and assistance to those involved in the change.
Change Model Assignment Brenda Armstead MGT435: Organizational Change Instructor: Georginne Parisi May 7, 2012 There are many models that can be used for successful organizational change. Winners respond to the pace and complexity of change. They adapt, learn and act quickly. Losers try to control and master change in the environment. It is important for organizational leaders to identify and use a model for transformation that will help their organizations survive and flourish in the next century and beyond.
For this paper two models for change will be discussed, Lewin’s change model and McKinsey’s 7S framework. Each of these models provide guidance for the leader to enact change, but most importantly to ensure that the change continues to be effective and used within the organization. Keywords: Leadership, McKinsey’s 7S Framework, Lewin’s Change Model, Institutionalization, change strategy. Leadership and Change Models Nicolo Machiavelli, wrote “it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” (Machiavelli, 1532) Change has never come easy; the fear of the unknown often strike people in a way that paralyzes them in the mode they have grown accustom to. It is a fear or anxiety to learning a new behavior that causes resistance to change.
The scope is the degree of change required in terms of realignment or transformation (Balogun, 2001). In this case, the short-term change is big bang combined with realignment; it is reconstruction. The basic business model may remain intact while undergoing this expansion. It is initial realignment to generate readiness of the company and all of its employees. A good way to do this would be to perform interviews with the employees and also conduct attitude surveys.
Leadership is about coping with change; therefore, it is essential to get people to believe the message (p.90). Managers organize while leaders motivate and inspire others. More and more, major changes are necessary to survive and compete in today’s society. With that said, the real challenge is to combine strong leadership and strong management and use each to balance the other (p. 86). References Kotter, John P. (2001, December).
Technical change is about using the skills and procedures that we are aware of to solve current issues and can be accomplished by those in authority. Adaptive change in contrast focuses on the heart and mind, in helping people with the problem to learn a new way that will generate a deep transformation of culture. It is important for a leader to understand the difference between these two kinds of leadership so as to not misconstrue the concept of transformation; treating the conception of adaptive challenges as technical problems. Arguing that leading change and one’s own survival are of equal importance, the authors identify the most common ways leaders get ‘taken out’ and highlights specific ways leaders can respond to these dangers. In the faces of danger the authors note the four strategies which organizational systems often use to challenge the danger presented by the unauthorized person who is stepping out to lead toward systematic change.
This will in turn raise the standards of the new organization. According to Zatz (2011), it is recommended that the more dominant organization have a strategic plan mapped out to include communication among employees and customers, how the culture will be merged and employees that will be laid off. A SWOT (strengths, weaknesses, opportunities, and threats) analysis can be used to create this plan (Zatz, 2011). Impact of the Merger on the Culture of the New Organization Culture is a very critical part of the merger process. Though cultural conflicts are inevitable, cultural differences have to be put aside to ensure success of the new organization.