Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Research Paper:
Social responsibility also necessitates an awareness of social concerns and impacts; a deeper-developed part of every department/office's leadership must be devoted to the analysis and awareness of the social interactions and effects of the organization's actions and behaviors.
In the refreezing process, the goals and objectives behind the implemented changes, as well as the concrete and operational aspects of the changes themselves, must be repeatedly reinforced in order to remain effective (Felkins et al. 2001). Examinations of how current actions might have affected both the organization's position and society as a whole in past and/or ongoing scenarios of social concern could be one method of reinforcement, creating an engagement between the individuals of the organization and both the abstract and the concrete aspects of the changes they are a part of implementing. The clear expectations regarding the changes and the clarity of the results of these changes can both go a long way towards restoring the level of comfort most individuals evince -- whether or not they consciously express it -- and thus "refreezing" the organization into is new and changed actions, behaviors, and attitudes of more socially responsible practice (Blokdijk 2008). With this, the change management process is essentially completed, until the next round of needed changes is perceived and unfreezing is needed.
Throughout all phases of the change management process, careful control and ongoing observation and adjustment -- in other words, management -- is necessary to maintain the proper course of action to implement the desired changes. This becomes more difficult as the desired changes become more fundamental and complex, two terms that definitely apply to an organization's seeking to increase its level of social responsibility (Commissaris, Schoenmaker, Beune & Elkhout 2006). Ongoing dialogue with between direct managers and company executives in larger corporations would definitely be beneficial in this era.
It has been noted that Lewin's model of change management assumes a general capability and eventual willingness on the part of everyone involved in the change to go along with and carry out the desired changes, when in fact skills are not transferred as easily as changes are outlined and expressed, making even the most willing individual possibly unable to efficiently make the adjustments and changes necessary (Carter 2008). while this might be true in many organization- and change-specific instances, however, it should not present an insurmountable or even a significant barrier to the implementation of changes meant to enhance corporate responsibility. The changes required to enhance responsibility are generally more applicable to the methods by which business activities are carried out, and the care and awareness attended to various concerns during business activities, rather than an alteration in the activities themselves, and this will assist organizations in avoiding the pitfalls of the change management model noted in the literature (Carter 2008).
Creating greater corporate social responsibility with an organization is a laudable goal, and one that continues to be relevant in every era. Lewin's change management model is such an effective tool precisely because it accounts for the desire to establish consistent and lasting modes of behavior and conduct, but offers methods for changing these consistencies rather than simply replacing them. The three step process of unfreezing, changing, and refreezing will doubtless assist organizations match the changing demands of social responsibility for decades to come.
Blokdjick, G. (2008). Change Management 100 Success Secrets - the Complete Guide to Process, Tools. new York: Lulu.
Cameron, E. & Green, M. (2004). Making sense of change management. Sterling, VA: Kogan.
Carter, E. (2008). "Successful Change Requires More Than Change Management." The Journal for Quality and Participation 31(1), pp. 20-3.
Commissaris, D.; Schoenmaker, N.; Beune, E. & Elkhout, S. (2006). "Applying principles of change management in ergonomic projects: A case study." Human factors and ergonomics in manufacturing 16(2), pp. 195-223.
Felkins, P.; Chakiris, B. & Chakiris, K. (2001). Change Management: A Model for Effective Organizational Performance. New York: Productivity press.
Griffin, R. (20080. Management. New York: Cengage.
Lee, S.; Pena-Mora, F. & Park, M. (2005). "Quality and Change Management Model for Large Scale Concurrent Design and Construction Projects. Journal of construction engineering and management (2005) 131(8), pp. 890-902.
Nilakant, V. & Ramnarayan, S. (2006). Change management: altering mindsets in a global context. New York: Response.
Silvery, a. & Warrick, L. (2008). "Linking Quality Assurance to Performance Improvement to Produce a High Reliability Organization." International journal of radiation oncology, biology, physics 71(1),…[continue]
Change Management Fabrication International CHANGE Management AT FI (i) Critical Assessment of Investment-Appraisal Process The investment appraisal process at Fabrication International (FI) is divided into four distinct steps. This appraisal process reflects the values and concerns of top management that it seeks to realize during the decision making process. FI is marked by traditional expectations of doing business. It expects its long time customers to continue doing business with it irrespective of economic realities.
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
Change Management Describe at least three internal and external drivers of change for the organization in this simulation. Internally, organizational changes are driven by three external pressures, as defined by Lewin's along the three-stage model of unfreezing, changing and refreezing employee behaviors. Motivating people during each of these change stages reinforces the acquired behaviors. Unfreezing involves the motivational factor of persuading people to replace the old behaviors and attitude with the preferred
1.3. Summary of argument, Hypothesis The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research
Leadership and Change Management Consider a change that has been recently introduced in your organization. Using relevant change and leadership theories, critically analyze the benefits and problems that introduction of this change has brought. TO WHAT EXTENT HAS LEADERSHIP CONTRIBUTED TO THE RESULTS OF THIS PROCESS? RasgGas is a joint venture gas company between Qatar Petroleum, the State of Qatar's national oil and gas company (majority stakeholder), and ExxonMobil, an American Integrated
Role of Leadership in Change Management Role of Leadership in Delivering Change-2 Other factors necessary in delivering Change-5 Arguments for and Against Change Management-6 Perspective towards Change Applications in an Organization-10 Any Topic on Organizational Development The paper will tackle any topic from Organizational Development. The topic in this case that I choose to look at is Leadership Development but I will be narrowing it down to look at 'The Role of leadership in Change Management.
It is not one that should be undertaken under unethical or false pretenses. If the culture is bad enough to start with that the company feels that a change is necessary then the last thing that they want to do is be unethical about it. This would do nothing but make a bad situation worse. 6. Determine the organizational structure that would best facilitate the implementation of these new practices. The
"Lewin Change Management Developing Corporate" (2010, March 02) Retrieved October 20, 2016, from http://www.paperdue.com/essay/lewin-change-management-developing-corporate-237
"Lewin Change Management Developing Corporate" 02 March 2010. Web.20 October. 2016. <http://www.paperdue.com/essay/lewin-change-management-developing-corporate-237>
"Lewin Change Management Developing Corporate", 02 March 2010, Accessed.20 October. 2016, http://www.paperdue.com/essay/lewin-change-management-developing-corporate-237