Theories of Change Management - Coursework Example

MANAGEMENT OF ORGANIZATIONAL AND INDIVIDUAL CHANGE By (Name) Name of Class Professor University Date Change Management Change is an inevitable activity in every individual's life. Every business organization must undergo certain particular changes at any point of its internal operations. Change is a gradual process. It does not occur spontaneously. Change management can either be individualistic or organizational. Change management involves the various strategies that are used to adopt changes that occur. The process of change management gives a clear approach for supporting the personnel of any organization on how to move from the current state to a different future state through the acceptance of principles of change. Change management may take three levels. These include; individual change management, organizational change and enterprise change management. In this work, organizational and personal change management forms the basis for discussion. Organizational change is achieved through people or members of that particular organization. Therefore, an organization cannot undergo changes on its own but rather, it is the people within the organization that are responsible for organizational changes. Change management is based on how organizational transition affects people (Murthy, 2007). Organizational change management ensures the smooth occurrence of change transitions and successful achievements of benefits that last within an organization and the individuals involved. There are many reasons attributed to the occurrence of changes in business organizations. First of all, business organizations are under the influence of globalization (Goksoy, 2016). The constant innovations in technology are responsible for the changes in the business environment. With increased technological changes, organizations must acquire ways of being able to cope with changes. Because of the changes in technology, the modern organizational changes have been influenced by external factors (Cameron, 2016). Organizational changes have direct effects on the workers and all departments. Based on this, every business organization and its workers must develop efficient strategies of change management. Theories/models of change management There are three primary theoretical models put forward by various proponents to describe the concept of change management. Kotter's eight step change model is the first model of change management. This model describes change as a campaign. Leaders of an organization convince the employees to buy their ideas of change. Change, therefore, comes in as a result of influence by the leaders of an organization (Hayes, 2014). The model gives eight steps to change management. The steps are; increasing the change urgency, building a team that is dedicated to change, the creation of a vision for change, communication for the necessity for change, empowering staff, creation of short term goals, persistence and making the change to become permanent within an organization. The model provides an easier transition of change (Hayes, 2014). It prepares an individual on the acceptance of change. Secondly, McKiney 7-S Model provides seven factors that are agents of change. The factors are shared values, strategy, structure, systems, style, staff and skills (Green, 2007). The model is an effective one in the diagnosis and understanding of an organization and why it requires change. It incorporates both the emotional and rational reasoning and component of an organization. The third model is Lewin's change management model. It recognizes three stages of change within people of an organization. The stages are unfreeze, transition and refreeze (Linstead, Fulop & Lilley, 2009). Individual change and change management Every person undergoes changes at one particular level from childhood to adulthood. The changes can be sociological or cultural. A person may also experience personal changes in a working environment such as a company. Work experiences enable a person to experience different changes (Gartner, 2013). An example of an individualistic change can be behavioral changes. As a person grows from childhood, he or she experiences a change in behavior. A person habits changes as he or she grows up. It is seen in talking habits, socializing habits, eating habits and many more situations. All these are behavioral changes that are individualistic. Behavioral changes call for good strategies of change management (Dawson & Andriopoulos, 2014). Another practical change in an individual may arise as a result of the knowledge gained in an educational system. Educational knowledge causes transformative change in a person. For example, the study of a degree in business for four years has great impacts on the student's entire life. The student experiences increased changes as he moves from year one up to the fourth year. He or she gains knowledge as the years of study increase. It implies that the student gains new insights on concepts of business. Through the acquisition of new educational concepts, a significant change occurs in the individual's life. It is intellectual change. The student must learn better strategies for adapting to the educational changes. Through that, he would have learnt on good change management practices. Individual changes also occur because of work experiences (Dawson & Andriopoulos, 2014). For example, working in a business company enables one to undergo through tremendous changes. The person must not develop strategies of change resistance. Individual changes may be seen in terms of changes in styles of leadership. A business organization cannot keep one approach or style of leadership. In certain incidences, the organization must experience changes that transform the organization for better performance (Linstead, Fulop & Lilley, 2009). The agents of organizational changes are the employees. It means that the change expected begins with the individuals who work in the organization. The ADKAR change management model justifies the changes that occur at individual's level. The model focuses on changes that take place at individual basis. It also explains the needs of an individual that enables him or her to undergo changes. It is the needs that shape the behaviors of a person to the desired ones (Hayes, 2014). Every step of ADKAR model has its focus on individuals. Each step explains conditions that a person can take to undergo the change process and acquire the right behaviors and new ways of working. The ADKAR model provides enlightenment on why and how changes occur at individual level. The ADKAR Model on Individual Change The first step is awareness. An understanding of the necessity for change must be created. It describes the likely implications of change on an individual and why that change must occur at that particular period of his or her life. The second step is the desire of an individual to take part in the changes that occur (Hayes, 2014). The desire of a person towards a change is dependent on the nature of change, intrinsic factors, history of an organization and the credibility of the individual. The desire for change in an individual depends on an effective leadership within an organization. The third step is the knowledge of how an individual can undergo changes within any environment (Green, 2007). It involves training, educating and understanding new tasks and responsibilities that come with changes. The fourth step is ability of the individual to implement the changes that occur in his or her life due to various reasons. Reinforcement, the fifth step of the model, creates an environment for an individual to sustain the changes. The ADKAR model of individual change creates practical ways of how employees in an organization may handle the increased changes. The model has a direct relationship with the changes that occur to people in a working environment. For instance, an employee in an organization undergoing change will have a reaction that is directly affected by the five steps of the ADKAR model. For example, an employee must become aware of the changes. It can reduce the natural resistance that most employees develop towards changes that occur in an organization (Goksoy, 2016). On a personal experience like in changes that take place during growth of a child, the changes also are in direct relationship with the ADKAR model. For example, for a child to change behavior, he or she must become aware that the current behavior is wrong. A parent can create the awareness. However, the child cannot change the behavior due to awareness only. Through the desire to change, a child naturally tests the boundaries of his behavior in an attempt to find out the desired behavior. Implications of Organization and individual Change Management to Future Career Every working environment has its unique characteristics and conditions. However, every working place must undergo changes at a given point of its operations. All workers must have the knowledge of change management. Knowledge of change management is crucial because it enhances their career. Knowledge of organizational and individual change management builds an individual's career in different ways. It enables an employee, for example in a business company to develop receptivity and openness to the likely changes of the organization (Letavec, 2014). An employee becomes receptive in accepting the changes. It promotes flexibility in his or her career life. Such flexibility in work environment can enable a worker to attain promotions in his career life. Again, an employee develops techniques or initiatives for change (Letavec, 2014). An employee of any career should have knowledge of change management. It enables them to have emotional intelligence and interpersonal influence towards acceptance of change in the working organizations. In conclusion, being an inevitable part of doing business, change is not always embraced by employees, business owners or managers. Often workers have a fear of leaving their comfort working zones and refuse to accept organizational and individual changes. Organizational change may have short-term effects that are never conducive for many employees, but in the long run, it can bring forth many positive impacts. Organizational and individual change management is very crucial for the success of an organization and its employees. References BLOKDIJK, G. (2008). Change management 100 success secrets: the complete guide to process, tools, software and training in organizational change management. [Brisbane, Australia], [Emereo]. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=281838. CAMERON, E. (2016). Making sense of change management: a complete guide to the models, tools and techniques of ... organizational change. [Place of publication not identified], Kogan Page Stylus. DAWSON, P. & ANDRIOPOULOS, C. (2014) Managing Change, Creativity and Innovation, London: Sage GARTNER, C. (2013) ‘Enhancing Readiness for Change by Enhancing Mindfulness.’ Journal of Change Management, Vol. 13, No. 1, 52–68 GOKSOY, A. (2016). Organizational change management strategies in modern business. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1091683. GREEN, M. (2007). Change management masterclass: a step by step guide to successful change management. London, Kogan Page. http://www.books24x7.com/marc.asp?bookid=21316. HAYES, J. (2014). The theory and practice of change management. Basingstoke, Palgrave Macmillan. LETAVEC, C. J. (2014). Strategic benefits realization: optimizing value through programs, portfolios and organizational change management. Plantation, FL, J. Ross Publishing. http://www.books24x7.com/marc.asp?bookid=62263. LINSTEAD, S., FULOP, L., LILLEY, S. (2009). Management and Organisation: A Critical Text. London: Palgrave. Ch. 13. MURTHY, C. S. V. (2007). Change management. Mumbai [India], Himalaya Pub. House Pvt. Ltd. http://public.eblib.com/choice/publicfullrecord.aspx?p=588098. Read More