The paper "Leading Organisational Change - General Motors" is a great example of a management case study. The main objective of this research is to examine the essence of leading change within an organisation with reference to the case of General Motors. General Motors was once a major entity in the global automotive industry. The organisation continues to make vital changes in its structures, culture, and operations to regain its global position. The research work focuses on the evaluation of key change management models: the McKinsey 7-S Model, Lewin’ s change management model, and Kotter’ s 8-Step change management model.
The research also recommends the application of the Lewin’ s change management model in the case of General Motors with the aim of overcoming diverse challenges while achieving critical goals and objectives. Introduction Organizational change theories and models are necessary for the evaluation and assessment of change at the macro level, which enables institutional leaders to have an appropriate view of the organisation. The models are vital in revealing why change occurs, driving forces of change, how the change will occur, what will occur, and mechanisms of measuring the impact of change within the organization.
Furthermore, each of the change models and theories has different ideologies and assumptions making it essential for the implementation in diverse organisations. An organisation must decide on the ideological process rather than arbitrary approach towards adopting and implementing a change management model or theory. The main objective of this research is to evaluate the concept of change management within an organisation with reference to the case of General Motors. The research will focus on the evaluation of the existing change models and theories towards the achievement of quality change management within the case of General Motors (GM). Literature Review Organisation change is one of the essential aspects of the achievement of competitive advantage in relevant industries.
Various research studies have focused on the examination of diverse elements of organisational change: theories, success change management, the role of sponsor and change agent. There are many diverse theories of organizational change within the context of multidisciplinary literature. Lewin’ s three-step model One of the most studied change management models is the case of Lewin’ s change model. A psychologist Kurt Lewin created the model in the 1950s.
According to his observations, most people tend to focus on operating within the zones of safety under the influence of three critical stages of change (Levasseur 2001, p. 72; Rosch 2002 p. 10; Lewis 2012, p. 6). The first stage of change is unfreezing. During this stage, most individuals have the ability to make an active effort towards resisting change. Organisational leadership need to overcome this tendency through the integration of a period of unfreezing under the influence of motivation. The second stage relates to transition.
In the course of this phase, organizations tend to initiate change thus the movement of the organisation into transition period with the ability to last for some time (Ford 2009, p. 310; Mueller 2009, p. 370; Coghlan et al, 2003, p. 35). In order for the phase to be successful, an organization must integrate quality leadership and reassurance techniques. Finally, the model focuses on the integration of the third phase, which is refreezing. The company concentrates on becoming stable following a successful implementation of the change thus enabling employees to work in accordance with the new guidelines.
This theory comes out as the most applicable, in spite of its requirement for a massive time during implementation (Elrod et al, 2002, p. 280).
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