Models - tools and Techniques of Organizational Change

Question: Discuss about the Models, tools and Techniques of Organizational Change. Answer: Literature review: This assignment is basically a literature review of the article A change management process : Grounded in both theory and practice. The topic of the article: In this assignment, the article A change management process : Grounded in both theory and practice, written by three renowned professors: Anthony Mento, Raymond Jones and Walter Dirndorfer has been chosen for further analysis. This article describes the change management process and illustrates how to implement this procedure both theoretically and practically. This article also involves 12 steps on the basis of some real life experiences that took place in the year 1990. These changes are very much required to execute the change. Objective of the article: This article mainly deals with the change management process. In 1990, the defense industry was facing severe problem due to inadequate defense budget. Due to the environmental shift, there was a requirement of the change management process. Two authors of this article were engaged in this process. There are various types of change models. The three most recognized change models are: Kotters strategic eight-step model for transforming organisations, Jicks tactical ten-step model for implementing change, and General Electric (GE)s seven-step change acceleration process. This article uses a model that is derived from the above mentioned three articles. The main objective of this study is to give proper assistance to a business practitioner who is undergoing in the organizational change procedure. The methodology and means of analysis used in this article: This part of the assignment describes the methodologies and means of analysis that are used in this article. The primary source of this assignment is the intuitive explanation of the article. The article proceeds by elaborating the models. The first model used in this paper is Eight-step model for transforming organizations by Kotter (Appelbaum et.al., 2012). The second model used in this article is a tactical level model by Jick (Martnez-Olvera, Davizon-Castillo, 2015). The third model used in this article is the General Electric (GE)s seven step change acceleration model (Ashkena et. al., 2015). The descriptive method is used to explain the above three models. The secondary sources are the related papers associated to this change management process. The argument advanced in the article: This part of the assignment describes the 12 steps involved in the changing process. The first step of the change management process involves the idea and its context. In this step, the idea is recognized which is required to be changed in a company. The second part of the analysis defines the change initiative (Contrafatto Burns, 2013). The third part analyses the assessment of the weather for change. The forth step defines how a plan is developed for implementing a change. The objective of the fifth step is to find out a sponsor. The sixth step describes the preparation for the target audience and the receivers of the changing process. The seventh step illustrates how to create the cultural fit by making the change. The next step defines how to choose a leader for the team. The ninth step illustrates the creation of success for motivation purpose. The tenth step describes how to retain the change constantly and strategically. The next step measures the growth of the change effort. Finally, the last step integrates the learned lessons. (Cameron Green, 2015). This section provides the critical analysis of the change management process. According to a research, some situations tend to raise the possibility that the managers will incorporate in executing the change. This type of situation may arise due to poor performance, lower profitability. People react in different manner to change. While some people supports the change, some others opinion may be against the change. It is the leaders duty to understand his team-members opinion regarding the change and support them as much as possible. Though it is not possible that everybody will have same opinion but still there should be some coordination among them. The conclusions/findings of the article: The conclusion part of the assignment sums up the whole discussion of the change management process. According to Hayes (2014), before implementing the change process, one has to understand clearly the entire process. Firstly, he must have a proper idea about the change process. When one is beginning the journey, he should assess the atmosphere for change. Secondly, to overcome problems and difficulties, he must create a policy to implement the plan. Then he has to find a person who will sponsor this. Then he has to arrange the targeted viewers who will be the beneficiaries of the process. Next, it has to be clarified that whether the selected team for implementing this process is efficient, professional or committed to their work. One person has to be the leader of the crew. Then one has to set small goals for future and should proceed accordingly. Moreover, he has to measure the improvement of this change and finally he should learn lessons from his past incidents. This is the enti re change management procedure (Pugh, 2016). The implications for managers / management during organizational change process: While introducing the change management process, the managers have some vital role to play. For example, they should identify which may be the new product introduced in the market or what type of renovation may give competition to its rival companies. It is very important for a companys manager to determine its strengths and weaknesses before implementing change (Nordin, 2012). Moreover, all the members of the company need to understand why the change is required for the organization. The role of the team leader is also very crucial in this context. Another implication for managers is to select proper staffs for the company. Strengths: The strengths of the change management process are described here. It places the company in a better position. The process generates better perspective for the type of the change required. It helps to execute a procedure to find a way to do the required change. Moreover, a change in management process is required for every organization but it is very important that how the change is done. Another positive side of this process is that it allows the employees of that organization to learn new things. Weaknesses: However, there are also some disadvantages of this process. If the change is not properly implemented, then it may disrupt any project. If all the employees do not accept the change, then it may cause conflicts among them. Moreover, to implement the change the company has to bear some costs. Therefore, the cost-to-benefit ratio must be considered before implementing the change. These are the major weaknesses of the change management process (Langley et. al., 2013). Reference list: Appelbaum, S. H., Habashy, S., Malo, J. L., Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), 764-782. Ashkenas, R., Ulrich, D., Jick, T., Kerr, S. (2015).The boundaryless organization: Breaking the chains of organizational structure. John Wiley Sons. Cameron, E., Green, M. (2015).Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Contrafatto, M., Burns, J. (2013). Social and environmental accounting, organisational change and management accounting: A processual view.Management Accounting Research,24(4), 349-365. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Langley, A., Smallman, C., Tsoukas, H., Van de Ven, A. H. (2013). Process studies of change in organization and management: unveiling temporality, activity, and flow.Academy of Management Journal,56(1), 1-13. Martnez-Olvera, C., Davizon-Castillo, Y. A. (2015). Modeling the Supply Chain Management Creation of ValueA Literature Review of Relevant Concepts. Nordin, N., Deros, B. M., Wahab, D. A., Rahman, M. N. A. (2012). A framework for organisational change management in lean manufacturing implementation.International Journal of Services and Operations Management,12(1), 101-117. Pugh, L. (2016).Change management in information services. Routledge. Reigeluth, C. M. (Ed.). (2013).Instructional design theories and models: An overview of their current status. Routledge.