Essays on Lewin's Change Management Model, Kotters Model Coursework

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The paper "Lewin's Change Management Model, Kotter’ s Model" is a good example of management coursework.   Firms and organizations tend to face changes almost every day through processes such as the launching of a new product or restructuring a firm. In some cases, some organizations implement changes without making consistent plans and this causes chaos in its operations and performance. The main role of strategic change management is to allow companies to make the required changes responsibly and carefully (Armstrong, 2012). The change enables organizations to thrive and overcome the competition that exists in a given industry.

In general, effective change management enables firms to boost their performance and gain a competitive edge in the market. According to Armstrong (2012)), strategic change management refers to the process of managing a certain change in a structured, thoughtful way in a bid to meet the objectives, goals, and missions of a company. The aim of this paper is to analyze and explore ways in which organizations implement strategic change. Firstly, this paper will analyze how firms implement change using change management models such as Kotter’ s Model and Lewin’ s Model.

The research paper will also analyse and apply academic theories in regards to change implementation and management. Additionally, the paper will critically analyze strategic development, including how to overcome any potential resistance to change. Lastly, the paper will give recommendations that will help organizations to implement and manage change effectively. Change Management Models Various companies have adopted numerous models that guide them when managing a change process. Some of the models that are well-known and useful in comprehending the process of change management include John Kotter's Change Model and Kurt Lewin's Change Model (Daft & Marcic, 2014). Kotter's Change Model Many international and local organizations have adopted this model of change management.

Specifically, this model is based on the fact that organizations should lead employees through the eight critical steps. According to this model, employees of a given organization play a vital role in boosting the performance and general operations. This means that using this 8-step model enables employees to stay in line with the current change management strategies. The eight critical steps that employees should go through in regards to this model include: Establish urgency This is the first step, and according to Kotter, for change to occur, the whole organization must want it and perceive it as a vital requirement.

Employees make the largest percentage of a firm; hence, their input is quite important (Daft & Marcic, 2014). Therefore, before implementing change, the management of a firm should create a sense of urgency amongst the employees in order for them to realize the need for change. Moro ever, creating urgency is important, since it will boost the motivation of workers in regards to making necessary change. Formation of a powerful coalition For a given organization to implement change effectively, it is always important to convince employees that change is necessary.

This process may require an individual with strong leadership skills in order to have support from important people within the firm. Managing change is not adequate since the firm must lead it as well (Daft & Marcic, 2014). After forming a change coalition, a firm should work as a team and build momentum around the need for change. In order to form a powerful coalition, it is important to identity competent leaders within a firm and request for a commitment from key people.

Team building is also a vital aspect of these coalitions.

References

Armstrong, M. (2012) Armstrong's handbook of management and leadership: Developing effective people skills for better leadership and management. London: Kogan Page

Browning, S. (2015) Four Steps To Effective Change Management For HR, TLNT. Available at https://www.eremedia.com/tlnt/four-steps-to-effective-change-management-for-hr/ ‘Accessed 4th February 2017]

Daft, R. L., & Marcic, D. (2014) Understanding management, Mason, OH: South-Western Cengage Learning.

Hord, S. M., & Roussin, J. L. (2013) Implementing change through learning: Concerns-based concepts, tools, and strategies for guiding change, Thousand Oaks, California: Corwin

Kotter, J. P. (2012) Leading change, Boston: Harvard Business Review Press

Kpessa, M. W. (2013) Resistance, continuity, and change: The politics of pension reforms in english-speaking sub -Saharan Africa’, (Order No. NR62529). Available from ABI/INFORM Collection

McGuinness, T., & Morgan, R. E. (2005). ‘The effect of market and learning orientation on strategy dynamics: The contributing effect of organisational change capability’, European Journal of Marketing, 39(11), pp. 1306-1399

Osentoski, N. J. (2015) ‘Changing from the Inside Out: Leading Organizational Change as an Insider’, Journal of Positive Management, 6(3), PP. 41-66

Smith, K. (2015) Managing Operations: Your guide to getting it right, London: Profile Books.

Waldersee, R., Griffiths, A., & Lai, J. (2013). ‘Predicting organizational change success: Matching organization type, change type and capabilities’, Journal of Applied Management and Entrepreneurship, 8(1), pp. 66-81.

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