Change Management Models

Abstract

            The failure of change management in different corporations has led to the need of identifying the overall changes that occur within the organization.  The objectives of the research were to discuss three change management models, analyze their similarities and differences and assess the need for change management.  The discussion section identified the following. The Levin’s Change Management Model was the easiest to apply due to the reduced number of steps for implementation. McKinsey 7-s Model offered the holistic change strategy for the organization.  The Kotter’s Eight step Model focuses on the preparation and enforcement of the changes within the organization. The research concluded that change management models offer vivid steps for change.

Introduction

The change management has been seen to affect different individuals in organizations.  There are five principles that should be implemented in change management. The first principle is the realization that people will behave differently to the proposed changes. The fundamental needs for the organization allow the meeting of the desired interactions and changes within the organization. The other principle is the realization that change will result to a loss and gain for different individuals. The expectation of the employees should be realistic and the fear should be dealt with by the management, (Haughton, 2012).  The unrealistic expectations, transparency and control of the individual’s expectation are a requirement that is needed in the reassurance of the divergent issues that occur.

             This analysis offers insights to the diverse sectors and management on the implementation of three change models. The realization of the different requirements for the changes will assure the success of the firm with regard to the effecting of the desired rules and regulations.  The intense emotions, stress, strong dissatisfaction and loss of rational judgement can be curtailed through the implementation of the change models.

1.1. Scope

 The research discussion section will research the three different models that have been implemented in change management. The identification of the models will be based on their overall state of the application in the running of the management.  The analysis section will analyze the similarities and differences that the three models pose to the management.  The conclusion section will offer the explanation of the need for change management.

1.2. Objectives

 The purpose of the editorial is to offer insight to the management on handling the different changes that occur in the organization through change management.  The three objectives are as followed:

1.  To discuss three change management models

2. To analyze their similarities and differences

3. To assess the need for change management

1.3. Thesis

Change management models offer vivid steps for change

Discussion

 There are three types of change management model that have been satisfied the requirement to be supportive in the organization of the changes.  These change management models are as followed.

2.1. Model 1- Levin’s Change Management Model

            This model was created in the year of 1950. The inventor of the Model was Kurt Lewin. The model recognized the overall nature of people wanting to operate within a certain zone of safety.   The model emphasized the overall approaches that would provide the leverage for the changes to occur, (Hidalgo, 2012). The employee’s in the organization are required to have the understanding of the need for the changing. The quality of guidance and the dedication of the different sponsors was the other issue that was based on the analysis of the divergent events. The changing structure, education and training were required for the purpose of analyzing the divergent activities for the organization.  The effectiveness of the communication is required. The infrastructure was aligned swiftly and the management to make skills for the change agents.

The model comprised of the three stages of Unfreezing, transition and refreezing.   The unfreeze stage deals with the efforts to curtail the resistance to change. The need to overcome the tendencies requires a period of thawing and unfreezing that is initiated by the organizational motivation, (Hidalgo, 2012). The transition stage follows after the initiation of the changes.  The Corporation or Business moves the transition period to occur during a specified amount of time. The reassurance and adequate leadership are the necessary characteristics that are required to be enforced to the process successfully, (Hidalgo, 2012).  The refreezing stage occurs after a change has occurred. The Corporation or Business will offer automation and behavioural enforcement to operate under the stated guidelines.  This model has been applied due to its ease of application. The model has allowed the offering of the major changes.

2.2. Model 2- McKinsey 7-s Model

 The change management model offers a holistic approach for the management of the operations for the Corporation or Business. The model was created by Waterman Robert, Richard Pascal and Tom Peters.  This was in the year of 1978, (Lang, 2012).  The model offered four unique benefits to different Corporation or Business. The model is an efficient technique for the diagnosis and understanding of the organization. The management will be able to offer the guidance and direction to all the sectors of the organization.  The management allows the combination of the emotional and rational components for guidance. The components offer the integral parts that are to be addressed in the approach for change management.