Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Al-Haddad and Kotnour (2015) describe different organizational change types, change enablers and change methods as a means of developing a roadmap for successful organizational change. They stress that there needs to be some flexibility -- a one-size-fits-all approach to change will often lead to failure, as there will typically be some misalignment between the method of change and either the organization's conditions or the objectives of the change program. This paper will examine the prevailing models of organizational change, seeking to understand how the models fit within the study of change and its practical application.
Kotter
The Kotter model of organizational change is known as the leading change method. This method is an eight-step method, noting that organizational change works best when it is holistic. That is to say, change cannot be implemented only in one part of an organization, because the organization is a whole unit, each component effected by what happens with the other components. Kotter advocates creating a sense of urgency, then building a trusted team, having a vision, and a coherent strategy for achieving that vision. In other words, a mix of pathos and logos. This approach also emphasizes creating...
The Kotter approach is well-established as a paradigm for effective organizational change because it shakes the organization out of the inertia (complacency) of its day-to-day routine, but quickly replaces the old routine with a new vision, and a coherent strategy to get to that vision.
Lewin
An older model for organizational change is that of Kurt Lewin, who proposed that organizational change works by "unfreezing" the organization, making the change with incentives and then "refreezing the organization." This approach sees unfreezing as akin to creating urgency, but for the fact that this is almost entirely logos-based; there is little attempt on the part of managers to create an emotional response among the workers and use that response to motivate them. This is likely a reflection of the time difference -- when Lewin was writing in 1948 management was almost strictly command-and-control, but by the time Kotter was writing in 1996 the workplace environment had shifted away from that style of management, to one where motivation mattered more.
Punctuated Change
The punctuated change model holds that organizations go through stable periods with no change, then are forced to make a change in order to adjust to a new equilibrium. Thus, the change…
References
Al-Haddad, S. & Kotnour, T. (2015) Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management. Vol 28 (2) 234-262.
Calegari, M., Sibley, R. & Turner, M. (2015) A roadmap for using Kotter's organizational change model to build faculty engagement in accreditation. Academy of Educational Leadership Journal Vol. 19 (3) 29-41.
Sastry, M. (1997) Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly. Vol. 42 (1997) 237-275.
Organizational Change Management Plan The pervasive adoption of home care treatment programs over their more costly and less flexible institutionalized counterparts is forcing rapid change throughout the healthcare industry. Many of these changes are predicated on serving the patient more effectively, and this often encompasses their treatment programs, the level of patient satisfaction attained with their remote care, and the effectiveness of remote support and treatment from trained healthcare professionals. Telemedicine's
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Organizational Change Management Managers are often times faced with the challenging task of having to compare different project alternatives so as to choose those that best utilize organizational resources. Trend analysis is a common comparison technique that compares alternatives in terms of either costs or revenues over multiple time periods. In this text, we compare two project proposals (J.P Technologies Inc. And IT USA Inc.) to determine the option that realizes higher
As described, the image of the change manager as navigator is reflected of Fiorina because she focused on the people, because the success of the merger and the operations after the merger is dependent on whether or not personnel have "a history of distrust, hoarding of information, and boundary protection by functional units" (27). Hurd, meanwhile, is the change manager as director, since like Fiorina, he just responded to
Organizational Change Managing Change Organization. Provide a significant change place a major organization, compare contrast established change management models/frameworks implementation phase common lessons learned. Managing change in the organization: Best Buy One of the most recent successful changes to be implemented at a major organization is that of the technology company Best Buy's shift to a results-only workplace (ROWE). In the ROWE model, workers are judged solely on their output, not on how
Change Management Theory Change management is a discipline studied and implemented in various organizations. The existence of this discipline spans for over half a century currently. Thus, it is a discipline of old time, with quite a number of years in existence. However, it is surprising to note that despite the huge investments that various organizations and companies employ to facilitate organizational change studies still indicate that between 60% - 70%