CHANGE MANAGEMENT<\/p>\n
Name:<\/p>\n
Institutional affiliation:<\/p>\n
Date:<\/p>\n
Similarities and differences between Rand\u2019s six step model and Leppitt\u2019s seven step model<\/p>\n
The first similarity between these two models of change management is their treatment of urgency. Rand\u2019s model emphasizes the need for urgency in step one by pointing out the need to act in the present while Leppitt\u2019s model does the same in step three. Herein, Leppitt poses the question of when the right time to act is stimulating the parties involved to think in terms of urgency (Kearney-Nunnery, 2012). In addition, both models insist on research into the problem area that has necessitated change with a view to identifying the problem areas. This is an important step as outlined in step two of both Rand and Leppitt\u2019s model. Finally, from a similarities perspective, both models call for follow up action after change is initiated to make sure the process was successful.<\/p>\n
Differences between Rand\u2019s six-step model and Leppitt\u2019s seven-step model start of in the number of steps each model recommends for effective change to occur. Rand uses six steps while Leppitt uses seven. In addition, change through Leppitt\u2019s model takes more time to work as compared to that effected through Rand\u2019s model. This is mainly caused by the fact that Leppitt\u2019s model works only for organizations whose workers are ready for change (Cameron & Green, 2012). The most crucial difference between these models is their application in terms of organizational structure. Rand\u2019s six-step model is fairly straightforward and does not depend on the nature of the organization executing change. On the other hand, Leppitt\u2019s model is more elaborate and effects more structures within the organization during execution. <\/p>\n
Organizations that suffer from the complexities of complexity in their structure and operation would benefit more from Leppitt\u2019s seven-step model as it outlines in detail the best approach to managing change in organizations. Those that are small and simpler in terms of organizational structure should settle for Rand\u2019s model. In addition, and depending on the exact objectives of change, Leppitt\u2019s model provides a better opportunity at success in adopting change in instances where resources management and timeliness of the process of change are critical. This is best exemplified in buy-offs and mergers. Vision statements and strategic plans<\/p>\n
Vision statements provide the organization with a bearing on which to concentrate all organizational resources and effort in order to succeed. Varma et al. (2008) states \u201cthat the organization\u2019s vision statement needs to be aligned with its strategic plans so that the two guide all a firm\u2019s efforts towards achieving success\u201d (pg. 47). However, some organizations are not prudent in lining up both vision statement and strategic plans leading in discrepancies between the organization\u2019s actual achievement and its original targets.<\/p>\n
The first way this can be avoided is using performance reviews. As part of performance management processes, these procedures seek to analyze the position of an organization\u2019s performance in relation to that set out in its strategic or annual plans. In case of any problems, remedial action is adopted. The same can be applied to this sensitive issue of strategic goals and vision statements. Midway into the organization\u2019s operational period, an analysis of its achievements and trends and subsequent comparison of the same with its vision statement could identify any issues. Afterward, remedial action could be designed and applied to the cases in point.<\/p>\n
Secondly, since the vision statements form the main guideline for the organization\u2019s workers towards success, the same could be extrapolated for use in optimizing the organization\u2019s strategic plans. Most vision statements rely on mobilizing the organization\u2019s workers to use its resources to achieve certain objectives meaning that with enough incentives, this could easily be married into the organization\u2019s strategic plan for both short and long-run planning purposes.<\/p>\n
References<\/p>\n
Cameron,\u00a0E., & Green,\u00a0M. (2012). The underpinning theory. In Making sense of change management: A complete guide to the models, tools and techniques of organizational change (p.\u00a0125 ). London: Kogan Page. <\/p>\n
Kearney-Nunnery,\u00a0R. (2012). Critical abilities in Professionalism. In Advancing Your Career: Concepts of Professional Nursing (p.\u00a0125). Philadelphia: F.A. Davis Company. <\/p>\n
Varma,\u00a0A., Budhwar,\u00a0P.\u00a0S., & DeNisi,\u00a0A.\u00a0S. (2008). Motivation and performance management. In Performance management systems: A global perspective (p.\u00a047). Abingdon [England: Routledge. <\/p>\n","protected":false},"excerpt":{"rendered":"
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