Organizational and Change Management Models

For effective survival in the industry, adaptability is an essential component for every organization. Every organization should change according to the external environment and influences. In adaptable organizations, employees are given more freedom in decision-making process. The management also sets broad goals and objectives. Learning is a continual process in adaptable organizations. Change in general refers that an act of making something innovative. Organizations have learnt that change is ultimately a necessary component to survive in business.

Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of

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.

The world is growing smaller in a way that has increases the ability for organizations to expand globally. As organizations seek to expand globally, they must develop and implement a cultural mindset among a diverse global group of employees. Global organizations must seek out integrating perspectives that will lead to success, develop negotiation strategies to craft a common cultural mindset and communicate effectively over a diverse group of employees.

According to Medley and Akan (2008), theories concerning organizational change were dominated by Lewin’s planned change approach (1947), which brings together four complex elements: (1) field theory, which seeks to map the totality of human behaviors taking place; (2) group dynamics, which seeks to understand the behavior of groups; (3) action research, which requires analyzing the situation and choosing the best change for the

Organizational effectiveness lies in sustainability, profitability, and expansion (Heneman III, Judge, & Kammeyer-Mueller, 2012). A component of the three

By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a fortune 100 probably had one or two enterprise wide change initiatives going on; today that number is probably between 20 and 25.” The speed of global, economic, and technological development makes change an inevitable element of organizational life. Change is a pervasive, persistent, and permanent condition for all organizations (Gibson, et al., 2009).

"Most companies today are under severe pressure to proceed with needed organizational transformation in order to cope with increasing rates of environmental change and turbulence.

By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a foturne 100 probably had one or two enterprisewide change intitiatives goiong on; today that number is proably between 20 and 25.” The speed of global, economic, and techological development makes change an ineveitable element of organiztional life. Change is a pervasive, perisitent, and permenant condition for all organizations (Gibson, et al., 2009).

The model finds that management generally deals effectively with the business needs such as developing the scope and objectives for the change, designing the organizational structure and processes of change, implementing the new systems and processes, and analyzing the results of the implementation. But in order to be successful, management must also be able to address the apprehensions that employees have to change. They need to communicate the business need that the change addresses, elicit a desire in the employees to support the changes either through positive or negative incentives, determine if the employees have the knowledge and skills to support the changes, and finally determine what they need to do in order to make the changes stick. 7

Managing organizational change has been an essential topic for years and it is still widely discussed at present. Change has many definitions, and change is evitable

In this week literature synthesis different types of change/models of change were introduced. Many change management models are adapted from natural science models such as chaos theory or the behavior of living organisms to nature (Dooley, 1997). The application of these theories will be used as a Meta theory for better understanding change management behavior in theory and practice. Therefore change management models have evolved over the last decades.

in an organization, in what it does, and in how well it performs. (Jones, 2010)

Model for organizational development is a continuing process of long-term organizational improvement that consists of several stages this model emphasizes on a combination of individual, team and organizational relationships. The first phase is anticipated need for change which states that before a change can be done there has to be a need. The manager of the organization must feel that there is a need to change and he must adopt new ways for a change to be productive. The second stage is developing the practitioner-client relationship which means that after the group has identified a need for change the organizational development practitioner enters the system and a relationship begins to grow between the practitioner and the client system.

Change management is the process of continually renewing an organization’s mission, structure and capabilities to serve the needs of external and internal culture. At the operational and strategic level of continually successful organizations, the change manager should have no doubt about the organization’s ability to identify where to focus energy or how to manage the change required to reach its potential (Palmer, Dunford, & Akin, 2009). In regards to the importance of the organizational change, effectively determining its catalysts is a defining management skill. Organizations need to be sensitive to the need for change to thrive (Readers ' Forum, 1996). Present and future needs inside and outside an organization are consistently evolving. The organization management structure must have a clear and profound understanding of change catalysts and have the ability to respond to the catalysts on a priority basis (Greve & Taylor, 2000).