Managing Complex Change Within The Organization

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

Six Images of managing change consist of change manager as Director, change manager as Navigator, change manager as Caretaker, change manager as Coach, change manager as Interpreter, and change manager as Nurturer. In my organization and change within it in the context of different images of change is a factor within the organization. I would like to add that my previous company has experienced changes whether it is monthly and/or weekly.

Lewin 's model is very rational, goal and plan oriented. The change looks good on

The key to effective change is identifying how different people perceive and adapt to change at all levels. Change management can be described as the development of new methods to improve the way in which an organization does business. I believe that change is the most important element in successful business management today. There are three ways of dealing with change: resisting, following, and leading. From my experience as a manager, you should always embrace a leadership role in managing change and understanding different approaches to change and why some individuals seem more receptive than others. One of the most important things that a manger can do is to alter/improve communications to leverage different

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

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.

It is not only important to create a change friendly environment, it is also important to find the best models and frameworks to implement the change. Kotter's eight-step model for organizational change is a detailed model and it provides organizations with a step-by-step guide to implement change effectively. According to Calegari, Sibley, & Turner (2015) the steps include "1) create a sense of urgency; 2) build a guiding team; 3) get the vision right; 4) communicate the vision for buy-in; 5) empower action; 6) create short-term wins; 7) don't let up; and 8) make change stick." (p. 34). Some of the merits of this model include it's widely recognized effectiveness, it is very detailed and it focuses on responses to change (Calegari, et al., 2015; Smith, 2011). There are also shortcomings in this model, including the lengthy process, no flexibility in flow, and it is very sequential (Calegari, et al., 2015; Smith, 2011). I would adjust for the shortcomings by stressing the importance of every step. I would ensure that every step is properly followed as quickly as possible.

to change behavior” (Mc Carthy and Eastman, 2010, p.3). The positive outcome from the implementation or “benefit realization is dependent, not on technology, but on people agreeing to go through personal disruption, learn new things, change established patterns and confront their fears (Mc Carthy and Eastman, 2010, p. 16). According to Lorenzi and Riley (2000), “one of the most difficult problems organizations face is dealing with change … the ability to change rapidly, efficiently, and almost continually (this) will distinguish the winners from the losers” (Lorenzi and Riley, 2000, p. 120). According to Jarrell (2010), top organizations understand the importance of change management and utilize these methodologies in their daily operations; “utilizing a change management methodology enables the implementation and leadership teams to

[1] Connelly, M. (n.d.). Kurt Lewin Change Management Model. Retrieved January 2013, from Change-Management-Coach.com: http://www.change-managementcoach.com/kurt_lewin.html

Organizational change is any action or set of actions resulting in a shift in direction or process that affects the way an organization works. Change can be deliberate and planned by leaders within the organization (i.e., migrating from legacy technology to new improved Internet Protocol infrastructure), or change can originate outside the organization (i.e., new government regulatory process) and be beyond its control. Change may affect the strategies an organization uses to carry out its mission, the processes for implementing those strategies, the tasks and functions performed by the

After acquired to change management subject, I think that change is a state of transformation which results in an essential shift in the way we observe and interact with the world. The concept of change is more important in our lives as it enables us to face new experiences, either it be good or bad. To be safe from bad experience of change, knowledge to manage the change is compulsory for

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing".

Change management has been defined in several ways, but according to Hayes (2005) change management is the systematic approach and application of knowledge, tools, and

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps: