Change Management | EssayIvy.com

Running Head: CHANGE MANAGEMENT

MODELS 1

Change management

Name

Institution

CHANGE MANAGEMENT MODELS 2

Introduction

Change is important in all organizations because it is a means to which they can gain a

competitive advantage over other organizations. Change occurs when the management believes

that the current system is ineffective in regards to ensuring that the organization meets its long

and short-term objectives. Employees do not have the power to implement change because they

do not have the authority to make crucial decisions. Change management is a priority of the

management team (Bourda, 2013). Since the management team is responsible for implementing

change in an organization, it is important that they manage change in a manner that will make the

transition smooth. Also, it is vital that the management implements the change in a way that the

employees can cope with the change. The executive and management team need to understand

that change is a sensitive issue that can either develop the organization or contribute to the failure

of the same organization. The first step in effecting change is communicating the need for

change to the employees. Employees know the benefits of change; they should be aware how the

management team would execute the plan. Also, they need to know how the change will affect

their individual employee roles in the organization. Most importantly, the manager needs to

guarantee employees of job security (the change will not lead to unemployment issues).

Furthermore, it is important for the manager to involve the employees in the change process

(Bourda, 2013). Employees will feel that the organization is concerned about their well-being,

and job security is they become part of the change management process. A manager can involve

employees in the change process by asking for opinions from employees about how best they can

implement change. Teamwork is essential to all organizations that want to achieve their long

CHANGE MANAGEMENT MODELS 3

and short-term goals. Thesis statement: For an organization to implement change successfully, it

needs to have a concrete strategy that will oversee the implementation of the change. Change

management models are important for businesses and organizations that want to implement

change.

In the change management process, managers need to increase exigency by motivate

employees to embrace the change and communicate the objective and relevance of the change

process. Managers should choose influential employees in the change management; this is

because they will get other employees to believe in the change. They will also communicate

important instructions from the management to the employees. All obstructions that might hinder

the change management need the manager’s attention (Bourda, 2013). However, the

management should welcome criticism from employees because it is a means of how employees

communicate what they want from the management. It is important that the management set

achievable changes, which are in line with the organization’s resources. For instance, the

management should structure the change process in a manner that will not strain the resources of

the organization. Most importantly, the management should ensure that the change would stick.

Organizations that want to survive in a highly competitive environment need to anticipate

industry changes and any opportunities that if implemented would increase the revenues of the

organization (Bold, 2011). Also, the organization needs to eradicate any weaknesses within the

organization that is a hindrance to the organizational goal. An organization needs to conduct a

thorough study of how the change will support the organizational goals. Before the management

implements change, it needs to be sure that it will be successful. Implementing change without

prior investigation of the probability of success or failure is the reason most organizations start to

CHANGE MANAGEMENT MODELS 4

experience conflicts and decreased revenue after implementation of change. Change should be

applicable and viable (Bold, 2011).

The following paper will investigate the various change management models that

organizations can use when implementing change. All organizations need to have a strategy of

how it will implement change; otherwise, there will be obstructions and conflicts in the process.

The focus of this paper will be a research conducted by Bold (2011). Bold (2011) elaborates the

importance of implementing change in an organization. Most importantly, the author discusses

two key change management models that most organizations use to implement change.

According to Bold (2011), the models of change management described in the study contain

specific steps that managers should take to implement and maintain change in an organization

(872). However, this paper will also discuss other change management models that have

excellent reviews.

Change management models

The management team responsible for implementing change in an organization needs to

understand the definition of change management before implementation. Also, the management

team needs to be familiar with the various approaches to change management. Bourda (2013)

defines change management as a prearranged set of procedures that ensure that an organization

realizes the benefits of change. The focus of change management is to make employees

understand the need for change (4). Change in an organization can be minor (one that does not

use much resources and time) or major (one that uses massive resources and takes the time to

take effect). Depending on the change, the management should choose the best strategy to

implement the change successfully. Major changes are those that involve the whole organization

CHANGE MANAGEMENT MODELS 5

hence the entire team of employees feels the effect change. Secondly, minor modifications in

organizations are those that focus on a particular department in the organization.

Changes in an organization can increase the revenue of an organization through increased

profit margins. Also, changes in an organization can enhance the productivity of the employees,

which will lead to more output and quality. A motivated team of employees is necessary for all

organizations hence the change should not affect employee productivity. Satisfied employees

who believe that there is room to grow career wise will improve their performance and

productivity (Bourda, 2013). If the management fails to manage the change in a professional

manner, then this can lead to decreased revenue and the possibility of bankruptcy. Change

management models will help managers tasked with the responsibility of implementing change

need to incorporate change management models in their change process. Most importantly,

managers need to have excellent communication and leadership skills throughout the process. A

manager who uses situational leadership style is likely to implement change in an organization

better than the one who uses a dictatorial form of leadership.

Bold (2011) identifies and discusses two primary change management models; the Lippit

change management model and the Hard System Model of Change (HSMC).

Lippit’s change management model

A group of researchers headed by Lippit created the Lippit change management model. Rather

than focusing on the process of change, how it progresses to competition, the model concentrates

on the instruments of change (Bold, 2011). Specifically, the model focuses on the roles and

responsibilities of the managers tasked with the responsibility of effecting the change. The model

focuses on the instruments (managers and executive teams) of change because they are the ones

CHANGE MANAGEMENT MODELS 6

who determine if the change management process will be successful. Lippit outlines seven major

steps that managers should address in the implementation process (Bold, 2011):

1. Analysis of the problem requiring change

2. Evaluation of the company and its capability to implement change

3. Evaluation of an organization’s resources and the enthusiasm of the manager to implement

change

4. Decide on the objectives of the change. Specifically, the manager needs to institute the plans

and approaches for change

5. Definition of the roles and responsibilities of the change agent; the manager should

understand individual roles to prevent conflicts and time wastage.

6. Ensuring that the organization maintains the change; this involves the process of

communicating, getting feedback and coordinating the employees to adapt to the changes

7. The last step is to relinquish change agent roles and responsibilities; a manager will do this

when the organization has successfully implemented the change

The Hard System Model of Change

Bold (2011) argues that the MSMC model aims at designing and managing change in an

organization. The HSMC model elaborates a thorough and conclusive model of how the

organization will implement the change. After elaboration of the strategies that the organization

will use to implement the change, the organization then chooses the best strategy for change after

careful evaluation of all the available strategies for change. Bold (2011) describes the three

implementation phases that the MSMC change model uses. The first step is the description phase

where a manager makes a proper diagnosis of the problem that necessitates the need for change.

In this stage, the manager describes the problem and concludes that there is a need for change.

CHANGE MANAGEMENT MODELS 7

The second step is the option phase where a manager proposes different strategies that are vital

for affecting change (Bold, 2011). The third step is the implementation phase. This is the last

step where the manager creates practicable approaches. Also, the manager monitors the progress

of change.

Bold (2011) conducted two surveys through questionnaires. The study composed of 152

respondents, 50 of which were managers in their respective organizations. The first questionnaire

case study focused on Lippit’s change management model as a strategy for change management.

The respondents who scored a high percentage level believe that change is necessary for the

development and growth of an organization (Bold, 2011). Change is inevitable. Therefore, all

managers and employees in an organization should be prepared to embrace it. The research

asserts that managers need to work in close collaboration with the employees to realize the goals

of the change. The respondents who scored the lowest score believe that change will affect the

organization’s goals. During the change implementation phase, there is little productivity among

the employees. Also, employee performance is low because there is decreased motivation to

work among the employees (Bold, 2011). During this phase, the change agent (manager

responsible for overseeing change) needs to conduct a market survey to investigate how other

organizations employed change successfully. Through this study, the manager can learn from

techniques and secrets other managers use to oversee change in an organization.

The second questionnaire focused on the HSMC change management model. Bold (2011)

conducted a quantitative analysis to investigate what employees and managers think about

change and the HSMC model. 59% of the sample believes that the most important factor in the

execution of the model is proper coordination (Bold, 2011). The change agent must demonstrate

adequate leadership skills that will encourage good coordination of activities among employees.

CHANGE MANAGEMENT MODELS 8

Managers are important key members for implementing the model. They determine if the change

will be a success or failure. 32% of the sample believes that coordination is important but not the

primary factor that determines the successful execution of change through the HSMC model

(Bold, 2011). The last (% of the sample believes that coordination is not significant enough to

guarantee success or failure of the process.

Other change management models

ADKAR Model

A manager needs to incorporate the same strategy applied when managing employees when

managing change within an organization. The ADKAR change management model is an

effective strategy to oversee the execution of change. Developed by Prosci, the ADKAR

MODEL is popular, as many big organizations around the world have used it (Bourda, 2013).

The ADKAR model concentrates on the change agent responsible for executing the change. A

manager needs to be aware of the problem the organization faces and why change is necessary.

Secondly, a manager needs to be fully committed to the idea of change in the organization.

Thirdly, a manager must have the know how to implement change (Bourda, 2013). The third

requirement is that a manager should have a required set of skills to oversee the change process.

The fifth step is to ensure that the organization maintains the change. Prosci developed the

ADKAR change model for managers when the need for change arose. The model asserts that it is

important to make certain that the change is capable and ready to execute the plan before the

onset of execution. According to Bourda (2013), the ADKAR model is effective in detecting

errors and developing strategies to correct the identified errors. Also, the ADKAR model

empowers supervisors and managers during the execution phase.

Lewin’s 3-stage change management model

CHANGE MANAGEMENT MODELS 9

Lewin’s model is easy to use when executing change in an organization (Bourda, 2013). The

model uses three main steps to effect change. The three stages include ‘unfreeze’, ‘change’ and

‘freeze.’ The first phase (unfreeze) of the model is to refrain from using the present management

techniques and company culture after the management identifies a problem. This phase is the

most difficult of the three because employees are resistant to change. It is important the manager

communicates to employees why change is necessary (Bourda, 2013). Most importantly, the

manager needs to assure employees that the change will not affect their job securities. The

second step of the model (change) involves the actual change process. An organization will

move to a new way of operation in this phase. If the manager successfully convinced the

employees in the first phase that the organization needs change, the actual change will be without

hurdles (Bourda, 2013). The manager needs to involve key employees to help in the execution of

the change. The key employees will persuade employees that were reluctant to change to support

the process. The third phase in the model (freeze) involves the continuance of the change. It is

important that the organization maintain the new change after a successful execution of the

change.

It is important for all organizations to have an organizational culture. Organizational culture is

a means to which an organization defines common goals, values, suppositions, and beliefs. An

organization uses these (shared goals, values, suppositions, and beliefs) factors to govern how

people conduct themselves within the organization (Bourda, 2013). Organizational culture is

important because it determines how employees relate to each other, dress and do their

individual employee duties. Organizations find it hard to change their culture because it affects

all employees in the organization. An organization that wishes to modify the culture will

experience resistance from a section of employees who feel disadvantaged with the new culture.

CHANGE MANAGEMENT MODELS 10

It is important that the management team exhibits good leadership skills because all employees

need to embrace the change; failure to address resistance will affect the productivity of the

employees.

Cultural change

In a longitudinal case study conducted by Molineux (2011), the researcher suggests that

systematic human resource management techniques will help an organization to change its

culture without any resistance. Molineux (2011) supports the notion that cultural change is

difficult. For a manager to overcome challenges of cultural change, the manager should

understand that not all employees would welcome the change. The manager should have an

effective strategy that will influence the resistant employees to accept and embrace the changes.

A manager should identify key employees that have an impact on the employees. The key

influential employees have the power to influence other employees to accept cultural changes

because the change will also affect them directly. If the key employees manage to change the

perspectives of other employees, managers should reward the employees for their constructive

efforts.

The second step is to communicate the need for change rather than giving direct instructions

ordering employees to change. A manager should use effective communication skills to interact

with the employees. Also, the manager should welcome any criticism and direct suggestions

from the employees on how to structure the cultural change. A good manager will consider the

opinions and criticism of employees to make critical decisions. Furthermore, a manager should

use organizational resources in a way that will bring good outcomes. Molineux (2011),

conducted a research case study to investigate the best strategy to use when dealing with cultural

CHANGE MANAGEMENT MODELS 11

change. Molineux (2011) concluded from the research that proper human resource management

strategies are effective in addressing cultural shift.

Change management issues

In an article by Adeel & Sergey (2015), the researchers studied how large Multinational

Corporations manage change. Large multinational corporations have many employees and

complex structural system, which are hard to change. In the study, Adeel & Sergey (2015)

applied the principles of management by Deming to address issues of resistance to change. Also,

the researchers focused on how change can improve the performance of employees; a factor that

will enable the organizations to increase their revenue. In addition to the fourteen principles of

management, Adeel & Sergey (2015) used the managerial hierarchy theory to investigate how

administrative issues can affect how an organization implements change. There are bound to be

problems when a large multinational corporation seeks to address key changes within the

organization.

Adeel & Sergey (2015) argue that managerial hierarchy occurs when the organization defines

specific roles and responsibilities that managers have in their respective positions. All managers

perform the function of management but are not equal. Some managers have more duties and

subsequently more powers compared to other employees. Organizations need to define manager

roles so that issues of disagreements between the managers can cease to exist. Having a concrete

system will enable employees to effect changes within the organization. Furthermore, the

managerial hierarchy theory can explain why certain organizations have poor managerial

performances (Adeel & Sergey, 2015). It also explains why certain managers abuse their roles,

which lead to poor organizational performance. How managers relate with other managers is

instrumental in implementing change. The theory also explains how managers should relate with

CHANGE MANAGEMENT MODELS 12

other subordinate employees. Maintaining a close relationship between the management and

employees determines the success of change management implementation.

Leadership

Proper leadership is instrumental to the success of all businesses and organizations. A

management team can choose from different leadership types to govern employees. In a case

study by (Cooper, Nieberding, & Wanek, 2013), the researchers aimed to investigate the

consultation process between the management team where the organization structured key

managerial roles. The researchers used a change management strategy to examine how managers

and key executives should oversee the implementation of change within the organization

(Cooper, Nieberding, & Wanek, 2013). Managers can use four main steps in the consultation

process. These include diagnosis, disengagement, intervention, and entry.

Conclusion

In conclusion, every organization has to implement change to aid in the realization of

organizational goals and objectives. Managers have no room for failure when executing the

change. Inability to oversee change will result in loss of revenue and bankruptcy. There are

change management models that managers can use to address the challenges that arise from an

effecting change in an organization. All organizations should ensure that they implement change

through proper strategy, effective communication and leadership skill. When the need for change

arises, the management team should be quick to strategize and implement the change in a timely

and professional manner. Organizations have several options of change management models to

choose from to execute key changes within an organization. These include the Lippit’s change

management model; the hard system model of change (HSMC); ADKAR change management

model and Lewin’s 3-stage change management model. Change management models differ

CHANGE MANAGEMENT MODELS 13

because some focus on the ‘change agents’ while other concentrates on the process of change.

The Lippit’s change management model and the ADKAR model concentrates on the instruments

of change (management team) while the HSMC and the Lewin’s 3-stage change management

model focuses on the process of change. It is important that an organization make a sound

decision on the model of choice when executing change. The manager should diagnose the

problem faced by the organization and make a decision on the best approach to tackle the

problem. Also, the management team should conduct a thorough study of how other

organizations have executed change. Learning from other organizations is an effective way to

avoid errors that might interfere with the change process. In addition to using change

management models to execute change, managers need to use strategic human resource

techniques to ensure that employees embrace the change. Also, good leadership skills should be

present among the managers. It is impossible for a manager to execute change without ample

leadership skills.

CHANGE MANAGEMENT MODELS 14

References

Bold, O. (2011). A Perspective on Organizational Change Issue – Case Study on the Application

of Two Change Models. Review of International Comparative Management 12(5): 871-

882

Bourda, F. M. (2013). Change Management Theories and Methodologies. TATA consultancy

services.

Cooper, S., Nieberding, A., & Wanek, R. (2013). Successfully restructuring an executive

leadership team: A case study in change management. Consulting Psychology Journal:

Practice And Research,65(2), 164-175. http://dx.doi.org/10.1037/a0033610

Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human

resource management – a longitudinal case study. The International Journal Of Human

Resource Management, 24(8), 1588-1612.

http://dx.doi.org/10.1080/09585192.2012.723022

Sergey, I & Adeel, A. (2015). Change management issues in a large multinational corporation: a

study of people and systems. International Journal of Organizational Innovation, 8(1):

24-30.

Place new order. It's free, fast and safe

Paper type

Deadline

Page count

550 words

Total price: $ 15.00

Our customers say

Jeff Curtis

USA, Student

"I'm fully satisfied with the essay I've just received. When I read it, I felt like it was exactly what I wanted to say, but couldn’t find the necessary words. Thank you!"

Ian McGregor

UK, Student

"I don’t know what I would do without your assistance! With your help, I met my deadline just in time and the work was very professional. I will be back in several days with another assignment!"

Shannon Williams

Canada, Student

"It was the perfect experience! I enjoyed working with my writer, he delivered my work on time and followed all the guidelines about the referencing and contents."