Question

Please answer of the below question in detail and with good example

In order to manage change and implement change strategies, it is important to avoid implementing irrelevant or random methods and try to focus on a suitable plan of action. Change management is an ongoing process that takes time, expertise, dedication and efforts to implement and run. It requires the involvement of people or staff of the company and may also result in these people being affected by the changes too. Before adopting one of the many effective and popular change management approaches and models, an organization must first figure out why it needs the changes and how will the changes benefit it.

Question 01: Demonstrate the most important major approaches,models, cost and risks of change management

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Answer 1

Change in a business context is concerned with the transition of a company from its current status to an expected status. In order to change in an organization, it requires cooperation from the part of all employees in an organization. Along with that, a detailed plan is a must to drive a company from the current status to an expected status. The following are the Important approaches and models of change management.

Important approaches and models of change management

1.Lewin’s Change Management Model

This is the change model developed by Kurt Lewin. According to this approach, there are three stages for a changing organization such as unfreeze, change, and refreeze. Unfreeze denotes the preparation for the implementation of change, change is the phase of real transition, and refreeze is the stage in which an organization is accepting the change or it is the stage of stabilization.

2. McKinsey 7S Model

This approach of change has been developed by consultants of McKinsey & Company. There are seven stages for change as per this model such as strategy which means the plan, structure which means how an organization is divided into, systems which means the mechanism to discharge day to day activities, shared value means the major values of the organization, style denotes the leadership style, staff refers to the employees, and skills refers to the competencies of the workforce.

3.Kotter’s change management theory

This theory is put forward by John P. Kotter. It has eight stages such as Increase urgency which is concerned with creating a sense of need among the workforce, Build the team means the creation of a perfect team to facilitate change, Get the vision correct means the clear definition of the organizational vision, communicate means the communications in connection with a change, Get things moving means removing the troubles in the way to change, Focus on short term goals means the division of ultimate goal into small achievable goals, Incorporate change means the real implementation of change.

4.Nudge Theory

It is developed by Cass R. Sunstein and Richard H. Thaler. Here there is no clear cut steps or instructions to change the behaviour of employees but instead, the workforce is motivated to change their behaviour by using some techniques. Resistance to change from the part of employee will be the minimum in case of this model

5.ADKAR model

It is a five-step model of change that focuses on the individuals behind the change. The steps in it are (i)Awareness regarding the need for change(ii)Desire to take part in the change process(iii)Knowledge regarding the way to change(iv)Ability to incorporate change behaviour and (v)Reinforce the change in a later period.

6.Bridges’ Transition Model

This approach is developed by William Bridges. It has three stages such as(i)Ending, Losing, and Letting Go which is concerned with the introduction resistance and acceptance of the change. (ii)The Neutral Zone which is the stage that connects both old and new style of functioning, employees may experiment a high level of confusion in this stage and (iii)The New Beginning, this is the stage in which employees are accepting the change and a new spirit is visible in the organisation.

Cost and risks of change management

Organisational changes do have many costs and risks associated with it. Problems related to the reduction of productivity, valued employees leaving the organisation and diminished quality of work etc are the potential cost associated with a change. The effect of the change on customers and distributors, less commitment level from the part of employees, confusion in the organisation etc are the risks associated with an organisational change.