Theories of change Management<\/p>\n
Student\u2019s Name<\/p>\n
Affiliation<\/p>\n
Course<\/p>\n
Date<\/p>\n
Introduction<\/p>\n
Change management\u00a0is an effort to change organizations, teams and individual into aspiring future state. Effective change management has principles which entail application of sensitive implementation, thoughtful planning and consultation with, as well as involvement of, the people affected by the changes. Change must be achievable, measurable and realistic. This study focuses on three theory models that are commonly used by most companies in change management. They include Kotter\u2019s 8 Step Change Mode, Lewin\u2019s Change Management Model and Nadler\u2019s Change model (Blokdijk, 2008).<\/p>\n
Kotter\u2019s 8 Step Change Model<\/p>\n
This change model makes changes to become a campaign. The leaders of a company sells the urgency and convinces employees to change. There are 8 steps in this model. They include: Increasing the necessity for change; Building a team devotion to change; creating the revelation for change; communicating the need for change; empowering staff with the aptitude to change; creating short term goals; staying persistent; Making change to be permanent.<\/p>\n
Advantages <\/p>\n
This is an easy step-by-step model.<\/p>\n
This model focuses on preparing and accepting change not the actual change.<\/p>\n
Transition with this model is easier.<\/p>\n
Disadvantages <\/p>\n
Steps can\u2019t be omitted.<\/p>\n
The process is time consuming.<\/p>\n
Lewin\u2019s Change Management Model<\/p>\n
Lewin\u2019s Change Management Model was created in the 1950s by Kurt Lewin a psychologist. He acknowledged that many people preferred to work under definite zones of safety. Most companies preferred to use this model to enact the changes however it takes time to implement. Lewin classifies the model into three stages of change, they include;<\/p>\n
The Unfreeze stage shows that most people tend to create an active effort\u00a0to resist change. For them to overcome the tendency, a period of unfreezing must be commenced by motivation.<\/p>\n
After initiating the change, the next step is the transition period which can take some time to become effective. Sufficient reassurance and leadership is essential for the method to be successful.<\/p>\n
Refreeze\u00a0\u2013 When change has been successfully implemented and accepted, the company becomes stable again, and staff refreezes as they work under the new rules.<\/p>\n
Advantages<\/p>\n
It is an easy to understand and simple framework for change management<\/p>\n
Disadvantages<\/p>\n
It takes time to implement<\/p>\n
Nadler congruence model<\/p>\n
According to David Nadler, there are four main elements of organizational structure: the informal organization, the tasks, the people and the formal organization (Hayes, 2007).<\/p>\n
The people element\u00a0consists of the persons involved in the venture – their skills, motivation and personality <\/p>\n
The task element\u00a0consists of work roles and how they interrelate with each other<\/p>\n
The formal organization\u00a0consists of the all the arrangement and processes that make the organization work \u2013 the organizational plan, routine supervision and reward systems.<\/p>\n
The informal organization\u00a0is actually all those organizational practices that are not often written down, although make a big difference to how people perform day to day: For instance organizational culture, Organizational politics, and issues of authority. The organization struggle\u2019s if there is a difference between these four elements (Hayes, 2007)<\/p>\n
Pros <\/p>\n
This model is useful at analyzing where changes are going wrong <\/p>\n
the model is good at diagnosis,<\/p>\n
Cons<\/p>\n
It does not so help at telling what one need to do about it.<\/p>\n
Reference<\/p>\n
Blokdijk, G. (2008). The change management toolkit (pp. 155-168) New York: Lulu\/com <\/p>\n
Esther Cameron, M. G. (2012) Making sense of change management: A complete guide to the models tools and techniques of organizational change (3 ed., pp 56-356) London: Kogan Page Publishers.<\/p>\n
Hayes, J. (2007).\u00a0The theory and practice of change management\u00a0(2nd Ed.). Basingstoke <\/p>\n
[England: Palgrave Macmillan.<\/p>\n","protected":false},"excerpt":{"rendered":"
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