Introduction
Bringing about change in an organization is an extremely difficult task especially if it is at every level in the organization. Various methods and models of change have been formulated of which one of the most important method being Kurt Lewin’s 3-step model of change. Organizations change continually whether or not the people in the organization want the change to happen. In some cases the change may be planned while in some other the change will be unplanned (Kuriger, 2004). Bringing about change in an organization is not easy as there are many agents that can resist the process of change. Whenever the management tries to bring about a change in the organization as part of restructuring in the organization, one of the
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Change
Change is the stage of implementation where the various activities associated with change happen. The process of change starts when people in the organization have opened up their minds to bring about certain change initiatives (Burke et. al, 2008). When one person in the organization takes steps to bring about change it will spread to other part of the organization as well. In the change process there will be steps taken to build up the strength and motivation of the employees. Also the change agents will try to inculcate new behavior, attitude, model of work etc. that best suit the requirement of change. Most of the time people are afraid as there is little uncertainty in what was going to happen. At this stage employees will have to take up new responsibilities and tasks different from what they have been doing till now (Barling & Cooper, 2008).
In the case of GM plant the plant manager brought about the most important change by taking up the responsibility of the plant. Before, the plant was monitored by various managers like production manager, control manager, maintenance manager, manager associated with quality etc. who reported individually to the main office. This resulted in lack of co-ordination and control which were later on solved and then the plant was run according to the plant manager’s idea and total
Kurt Lewin’s (1947) developed an organizational change model that focused on three different stages unfreezing, changing, and refreezing. Lewin’s three step change model is unique in itself. It enables and helps leader to make essential changes while minimizing the distraction and making sure the change is
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,
Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to
This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.
The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of
The change model the leadership chooses will prepare the organization for the change process, implement the change, and strives to regain stability as soon as possible (Orlikowski, 1997). The model chosen for this change is Lewin’s three step change model of unfreezing, change, and refreezing, as it is believed to work best in this organization. According to Orlikowski (1997) Lewin’s model allows the organization to prepare for, implement the change, and attempt to regain stability as soon
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.
Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).
The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors
In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:
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
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Change in business is good, but it 's seldom easy and can often be expensive. Managers are often drawn to change by imagining the possibilities and positive impact it can have on their organization. Before launching an idea, however, spend a little time wrestling with the costs and disadvantages also a part of the change.