Case Study : A Perfect Strategic Management Model

Mathews, J. (2009). Models of change management: A reanalysis. IUP Journal of Business Strategy, 6(2), 7-17. Retrieved from http://search.proquest.com/docview/197390722?accountid=458

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

The purpose of this paper is to use the course concepts to expand upon the topic of leadership styles. I will define leadership and management; explain how the two play a role during organizational change management and how this information can be used by practicing managers. Lewin’s change model combined with Kotter’s eight step change model will be used to present an understanding of and emphasize the importance of leadership through the stages of change.

How would you use the Strategic Planning Model to approach post-graduation "identification and securing" of the most promising position? 0r does the Strategic Planning Model stifle or enhance the strategic creativity of strong, direct individuals?

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

ABSTRACT The purpose of this article is to summarize several change theories and assumptions about the nature of change. The author shows how successful change can be encouraged and facilitated for long-term success. The article compares the characteristics of Lewin’s Three-Step Change Theory, Lippitt’s Phases of Change Theory, Prochaska and DiClemente’s Change Theory, Social Cognitive Theory, and the Theory of Reasoned Action and Planned Behavior to one another. Leading industry experts will need to continually review and

Organizational changes are often initiated because of an adjustment in strategy (Yukl, 2013). Examples of strategic changes include the introduction of new products or services, entering new markets, or changing or adding partners, suppliers, or distributors. Because strategic changes often require multiple changes in roles, attitudes, values, and technologies, this type of organizational modification can be especially difficult to implement and sustain (Szabla, 2007; Yukl,

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

On the other hand, Lewin’s change model or action research model is not suitable for David Jones case because of focusing on more problems in the organisation than concentrating on retail environmental changes. The result of implementation of Lewin’s change model or action research model would be led to the strategic failure. The possibility of positive model of planned change for David Jones makes it necessary for the company to use positive model.

According to Burnes, Kurt Lewin’s theory of change management has stayed relevant for over forty plus years, however as of recently, lewin’s approach was met with major scrutiny with critics often pointing out that change management theory applies to to work in situations where the work environment or project is small in nature and applies heavily on the fact that the organisation is stable and ignored instrumental politics in the business and furthermore was criticized for focusing too heaviliy on management driven tactics (Burnes, 2004). Burnes has specifically stated that the intention of the article is to reevaluate and to test the claims against the greater benefits that has been gained. It is very evident from the article that Burnes specifically talks about the social challenges that Lewin has faced and how that has in turn driven Lewin to create the Planned Approach to change and the elements of the change, which are Field Theory, Group Dynamics, Action Research and finally, the

In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

•Part one questions carry 1 mark each & Part two questions carry 5 marks each.