Trusty Homes And Crash, Bang And Wallop Merger

There are many metaphors for change. I had been challenged one time at my church gathering to view change as a journey, from one place to another. It is easier to focus on where the journey started, and finally where it ended and forget any lessons learned while travelling. I have often heard it said, “When one door closes, another one opens”. What they don’t tell you, is that between the closed door and the open one is a long dark hallway. I think whether in an organization or in my personal life, change can feel like stumbling around in the dark. The familiar is left behind, and we venture into the unfamiliar. I believe the biggest challenge is not getting lost on this

D., & Pieperl, M. A. (2010). Managing change: Cases and concepts (3 ed.). New York, N.Y.: McGraw-Hill.

Choosing a change model can be difficult for an organization. The company must ensure that the model it chooses will help them make the smoothest transition possible for everyone involved. The chosen change model must also help the company reach its goal within the time frame the company needs to have changes made.

Akin, G., Dunford, R., & Palmer, I. (2009). Managing organizational change: a multiple perspective approach (2nd. Ed). New York, NY: McGraw-Hill

Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness.

According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change.

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.

There are various tactics that are used to get engage employees in the change process. Presented are three of the most common tactics used in the engagement process. It must be noted

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:

The change is managed through developing a detailed analysis of current and prospective situations within an organization. It is necessary to address all relevant aspects of change in order to develop a plan for incorporating change in

The article is about the rising competition between estate management companies in U.S. The 4Ds that stands for death, divorce, debt, and downsizing, are commonly claimed to be the factors that have stimulated the growth of these estate sales businesses, which caused a fierce competition within these estate sales agents or firms. As the parents of baby boomers reach the end of their lives, and the boomers themselves retire and downsize, more and more firms are entering this business because the demand for it increases. The fierce competition is also the result of the absence of regulations in the market. With the absence of government regulation, the competition would become uncontrollable and will create a negative impact to the customer. According to the president of the American Society of Estate Liquidators, there could be 14,000 companies operating within this market in America. Companies are trying to stand out from their competitors by including more services such as moving company referrals, resettlement assistance and help with how to downsize. Although there are often disagreements between sellers and sales people over what to charge for certain valuable items, these businesses are still highly demanded because it makes it easier for the family to manage the estates when death, divorce, debt, and downsizing occur to a family member.

After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.

Following this, the vision must also be communicated through multiple channels, in so constantly communicating the planned changes. Fourthly the employees need to feel empowered. This can be achieved through the reduction of organisational politics and structures, which inhibit the possibility for change. Once this is achieved, it will help the organisation experience support for change and provide motivation. The seventh step is rewarding those who engaged positively with the planned change within the organisation. Finally, links between change, leadership and performance of the organisation should be considered (Palmer, 2006). In light of Kotter’s ‘8 steps’ theory (1995), the Bridges Transitional Models argues that ‘change will not be successful if transition doesn’t occur’ (Bridges, 1995). Furthermore Bridges (1995) states transition is defined as “the ending of something”, thus the first phase of this theory. The following phase is the ‘neutral zone’. The ‘neutral zone’ is a state of confusion between the ‘old and the new’. It is during this phase that people are not ready to welcome, or not confortable with change. It is due to this state that change might be jeopardized if the organisation decides to cease, planned change. However, if the ‘neutral zone’ is completed successfully, many opportunities for creative transformation can be presented. The final phase

Change is a common thing that happens all around us on a daily basis sometimes even without us noticing. It can range from family level to international levels, likewise in time frame it can happen on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change can be simply defined as process of moving from one state to another. It is this transition that creates distress to the people due to fear of the unknown. We can not stop change but rather we can only manage it. So then what is change management?

Change management is not a specialist role – it is a core to every role in an organization. Change is anything new involving new ways of working to move in a direction where we provide a sense of reliability with the methods we adopt. Change Management refers to any approach to deal with transitioning people, groups, and associations using the techniques expected to re-coordinate the use of resources, business process, budget allocations, or different methods of operation that altogether reshape an organization or association. Organizational Change Management (OCM) considers the full association and finds out what needs to be transformed. Change management is, subsequently, an exceptionally wide field, and a way to deal with overseeing change shift broadly, from organization to organization and from project to project. Many organizations and experts refer to formal change management philosophies. Change can be a period of opportunities for a few and a period of loss, disturbance or danger for others. Change management also focuses on how people are affected by a change in an organization. It deals with many types of disciplines and explains different process of evolution of change in it. In the context of this company which is based in Lowerhutt, Wellington, company plans to setup new satellite offices in Auckland and Canterbury where a different management style would prevail and seems as a change in current line of management. Also