The paper "How the Framework for Management Leadership And Change Can Be Used" is an outstanding example of management coursework. From a business management perspective, it is evident that successful management of change is vital to any business for it to survive and succeed in the current competitive and continuously evolving world of business. According to Burnes (2004), change management framework is the process of continually renewing the organization's direction, structure, and its capability to serve the ever-shifting needs of the customers. To add on this subject, Burnes outlines that in modern days change is an ever-present feature of the business life, as it applies to both strategic and operational level in leadership and management.
Thus, it is the responsibility of the organization to understand and identify the essential contribution of change, as it has the ability to define the future of the business. Further, for change to be useful to the organization the whole process of change needs not to be separated from the organizational plans. Although it is difficult for organizations to know the consensus that concerns a framework for organizational change, organizations should consider some important issues so that implementation of change in organizations benefits all the involved parties (Buchanan, and Badham, 2008).
As such, the discussed issues are the models for a framework for change. As Burnes provides a better understanding of the framework for change, this paper focuses on describing these models of change by focusing on certain quadrants. The framework for change is categorized in different quadrant parts, but for each part, Burnes tries to bring a clear picture of how these models make an organization operate in a stable environment. In any organization that is implementing change, the nature of change is vital to the management as it shows different views relating to change (Burnes 2004).
According to the framework for change, the whole process of change can be either planned or emergent. Planned change refers to the aspect of the organization moving from one state to another in a way that is structured. In this form of change, organizations develop models, which outline a structural set of steps used in the change process. On the other hand, emergent change is another form of change whereby, change is taken as part of what is naturally happening to the organization.
In this case, businesses refer to change as a vital fluid that frequently emerges in the operation of a business and is pervasive as well as continuous. Regardless of the nature of change, organizations encounter several barriers that tend to make change unsuccessful in the organization (Nelson, 2003). For an either emergent or planned change, organizations only intend to change their present and future. However, with some of these barriers, it is not easy to execute change in an organization.
Some of the commonly known barriers to organizational change are: organizations are faced with the case of resistance to change, whereby individuals and groups in a business resist change in many ways possible, as they think it will complicate their jobs in the organization. Another barrier to change includes the competitive force in the external management of the business, as such, organizations spend more to initiate and apply the change, and above all a bad culture shift planning.
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