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Beer's model states that change is more technical than the Lewin model

Introduction

Change can be an unavoidable part of life. Change is also an important part of any business life; it allows a small business to adjust to its environment and improve its market position. Change implies the willingness of the afflicted parties to adopt and function in a recently proven order and their commitment to effect and use the changes (Armstrong, 2004). The general classification of change as defined by Hughes (2006) is "any alteration in the status quo. " Changes within an organisation might take place for many reasons. It really is sometimes done to be able to introduce a fresh better way of working or creating a product. It is sometimes done to re-organise the organizations work force. Organisations will evolve and change within the course of their lives. Change management is known as the process which change is executed and developed within the organization. Change is something that affects all business and for that reason all business managers must prepare their workers and procedures for change.

Theories of Change Management

Changes in the business environment are going on at all times and organisations must change the way they operate to be competitive effectively in their market. In order to change organisations must choose change theories and techniques however with a wide variety of techniques available an organisation must choose a strategy that best suits its needs. Different professionals will have different theories concerning how change should be integrated and performed. Kurt Lewin is definitely the forefather of prepared approaches to change.

Kurt Lewin's Freeze Phases

[Source: Higgs & Rowland, 2005]

Lewins model shows that change involves a move in one static state with a state of activity to another static condition.

Beer's model areas that change is more technical than the Lewin model and takes a more in-depth look at the procedure for change. Beer's model targets a six-step process to attain effective change, these steps focus on 'process alignment'whereby employees' roles, responsibilities and relationships have emerged as the primary component to bringing about effective change. The levels are:

Mobilise commitment to change through joint examination.

Develop a shared vision of how to organise.

Foster consensus, competence and dedication to shared eyesight.

Spread the term about the change.

Institutionalise the change through formal policies

Another model that is often used is the Kotter Model. Kotter developed what he thought to be the eight critical steps to the successful execution of change these steps are:

Establish a feeling of urgency - Examining market and competitive realities and figuring out and speaking about crises, potential crises and opportunities.

Form a powerful, guiding coalition - Assembling enough people with the enough capacity to lead the change.

Create a perspective - Build a perspective to help point the change and develop strategies for reaching the vision

Communicate the vision - Use every medium possible to connect the eyesight and strategies to be implemented

Empower others to do something on the vision - Remove obstacles to improve and encourage risk taking and nontraditional ideas.

Plan and create short-term wins - Plan for visible performance results and recognise and pay back employees who are involved in the improvements

Consolidate improvements and produce still more change - Employing, promoting and expanding employees who can implement the eyesight.

Institutionalising New Techniques - Develop the methods to ensure authority development and succession.

Impact and Barriers

If change is not implemented in the correct manner, the impact after the business enterprise can be damaging. A number of the workforce should leave as they don't agree with what is be implemented and that leaves managers endeavoring to fulfil orders or provide services with half a workforce which puts strain on the rest of the workforce. Communication is paramount to help reduce barriers, for any change strategy to achieve its goal every member of staff within the organisation must be constantly conversing with executive managers. If workers ask, "Why do we have to do that?" a administrator must have the ability to give them a valid answer. Change normally impacts both a business's interior and external environments. Internally personnel may feel that they are left out of the loop and are just being informed that they must allow the change or the reverse you can do the personnel may be contributing heavily to the change and helping to steer the new perspective. Externally an company may make a direct impact on the market by promoting a fresh service or product.

There are a number of obstacles to successful change - both in conditions of actually utilizing the change and sustaining it. Employees must have the ability to flourish within an every changing environment to allow them to contribute to an organisations success. Listed here are some of the barriers an organisation may need to overcome to put into action change efficiently:

Not enough understanding about the change itself

Lack of leadership

Lack of emphasis and strong task management of the change

No engagement and/or buy-in of key stakeholders

No clear process for taking care of endings and origins, and co-ordinating the change process

Successes are not recognised, communicated

Progress is not assessed and the training is not reviewed

Change is very exhausting and is often something that requires extra work - people need to see that this effort is paying down and their contribution is valued

Conclusion

Change must be monitored, implemented, and carried out so that there is always communication between personnel and managers. This allows for equilibrium and stimulates growth and advancement inside a company. Each change management theory has its strengths and weaknesses and each can be designed to the organisations needs but I think that managers must invite all staff to offer ideas on a creating a fresh vision for the company and thus driving a vehicle the company ahead as a whole.

REFERENCES

Hughes, M. (2006). Change Management: A CRUCIAL Perspective. Chartered Institute of Personnel and Development. ISBN: 1-84398-070-3.

Armstrong, M (2004). Controlling Organizational Change in Nigeria Developing Enterprises: Lessons from the Unilever Nigeria Plc. AC Associated Content. Retrieved from http://www. medwelljournals. com/fulltext/?doi=ibm. 2009. 15. 21

Syque. (2007). Lewin's Freeze Stages. Changing Minds. Retrieved from <http://changingminds. org/disciplines/change_management/lewin_change/lewin_change. htm>

Higgs, Malcolm, and John Wren. The Authority of Change: a report of Change Leadership within the UK Royal Air Force. Henley-on-Thames: Henley Management School, 2005. Print

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