Organizational Change and Management

Organizational Research and Theory Change methods are actions that managers undertake to handle change. There are two types, systematic methods and management methods. Management methods are more involving and broader than systematic methods (Al-Haddad & Kotnour, 2015, p. 248). Many writers have come up with various methods of change management, including: Steps of the Change Models of Kotter and Lewin a) Kurt Lewin's model has three phases including the unfreezing stage, the actual change and the refreezing stage.

Lewin opined that change involves the opinion that there is need for change, acting towards the intended change and making the change a custom. The stages involve the following: Step 1-Unfreezing: According to Lewin, human beings behave under the influence of a semi-stationary equilibrium that is surrounded by compound forces. Before getting rid of old habits and adopting new ones, there is need to unfreeze/ destabilize the equilibrium.

Lewin thought of the process as difficult and that it was not applicable under all circumstances: 'unfreezing' the current situation can entail various problems depending on the cases. All port..." characterizes the 'catharsis' that is seen as necessary before eliminating prejudice" [38]. For self-righteousness and complacency to be eliminated, it is at times important to develop emotions. Step 2- Change: Unfreezing does not take place as an end step; it.. "Develops motivation for learning, but it is not automatic that the direction is predicted or controlled" [49].

It is important to consider every force involved as well as to iteratively find and assess the options available [2]. This learning, done through action research helps individuals and groups improve their behaviour. Step 3- Refreezing: This step involves trying to stabilize the people involved in a semi-stationary equilibrium; to keep the new habits safe from deterioration. The new habits should to some extent be compatible with the learner's other behaviour, environment and personality to avoid disconfirmation (Sarayreh, Khudair & Barakat, 2013, p. 627).

(b) Kotter's Model Kotter's model converts change into a campaign. It is leaders who influence their employees to be receptive of change. Kotter, in his book, "Leading Change" (1996), outlined a process for bringing major change (Nguyen, 2010). It had 8 stages, including: 1. Develop a Feeling of Urgency: Evaluate competitive and market; Point out and address problems, major opportunities or potential crises. 2. Establish the Guiding Group: Create a group of people with enough authority to initiate change and form a team out of them. 3.

Develop a Strategy and Vision: Develop a goal for the change and a strategy for accomplishing the goal. 4. Share the Vision: Try every possible way to share your vision as well as strategies and get a role model from your guiding group to illustrate the expected conduct of employees. 5. Empowering Action: Eliminate any hindrances to the change process, structures and systems which may challenge the vision; motivate non-customary and daring ideas, actions and activities 6.

Come up with Short-Term benefits: Identify and create visible short-term achievements, and give rewards to the employees who achieve them 7. Consolidate Benefits and Create More Change: Take advantage of the increased credibility and change policies, structures and systems that are inconsistent with your vision; employ, promote, and train employees that can help in executing the vision; strengthen the change process with more change agents, themes and projects. 8.

Anchor New Strategies in the Business Culture: Improve the performance by means of productivity and customer-based conduct, increased and enhanced leadership as well as better management. Link the new conduct to the achievements of the company and come up with a way to ensure succession and development of leadership (Nguyen, 2010). II. Comparison and Contrast of Each Model of Change. Fig. Methods of Change Management (Al-Haddad &Kotnour, 2015, p. 249) III. Impact of Each Model on Implementing Change and Resistance to Change. (a) Implementation of Kotter's Method Cohn et al.

(2009) referred to Kotter's theory to "defrost" and "embed" EMR in day-to-day practice. Cohn et al. stated that 95% of all case hospital doctors are currently using EMR, and the health facility has assisted three similar hospitals in adopting the system (cited in Auguste, 2013, p. 3). Ray (2011) describes change models as effective tools for bringing organizational change -- Kotter's theory representing one of the tools that are successfully executed in medical care facilities showed that transition change is both situational and emotional, and management methods for each component may be expressed using steps.

Kotter's theory deals with environmental, organizational and individual obstacles to transition (cited in Auguste, 2013, p. 3). Campbell (2008) refers to Kotter's model of organizational transition, pointing out the emotional and situational change variables that managers should not underestimate. He proposes dealing with incorporation of EMR in doctors' offices by means of incremental stages to protect members of an organization from being overwhelmed (cited in Auguste, 2013, p. 3).

Eight Reasons for Resisting Change: As discussed by Nguyen, scholars like Schermerhorn, Hunt, and Osborn (2005) opine that employees are resistant to change in order to defend or protect something that is of value, and that can be lost when change occurs: 1. Worries about the unknown 2. Insufficient knowledge 3. Worries about losing security 4. No motivation for change 5. Fear of less authority 6. Inadequate resources 7. Wrong timing 8. Habit (Nguyen, 2010). (b) Implementation of Lewin's Method Lewin's 3 step model is quite rational, plan and goal driven.

The change seems good on the surface, but it can cause problems since the experiences and feelings of human beings are ignored. It is possible for some employees to be so happy.