Free sample on Critical analysis & Evaluation on Change Management

Question: Discuss about the Change Management for Business Model. Answer: Introduction Change Management has been identified as an essential part of the current business model. In current business environment, organisational changes and the ways to address them has become an important factor for the organisation to seek success and growth. Application of the changed strategy has been instrumental in nature (Darnell, 2013). The management needs to realise the unplanned and planned changes for both external and internal operations of the company. The change management strategy helps to diagnose the problems before they convert into a crisis and develop necessary change strategy to seek growth and success (Baker, 2007). The primary objective of the paper is to analyse the change management and its impact on the business organisation. The paper also aims to observe and discuss various management theories and models related to organisational changes. Four different change management theories are discussed in the paper such as Prosci ADKAR Model, Stephen Covey Seven Habits Model, Lewins Classical Model and Kotter Eight Step Model (Collins, 2006). The paper also discusses the application of these theories in the real life operations of an organisation. Finally, the paper will present the best suited approaches that can be used in the current business scenario. Hence, the paper has been developed to conduct a literature review of the change management theories and recommend suitable changes for an organisation to seek growth and success. Analysis of Change Management Theories Critical analysis of change management theories can help to identify the structured approach of the theories to implement best change practices evident for organisational benefits. Herein, four change management theories have been analysed as follows. Prosci ADKAR Model The Prosci ADKAR Model can be identified as one of the specific goal-oriented change management models to achieve individual as well as organisational change. The acronym ADKAR stands for the five defined milestones to be achieved by an individual in order certify a successful change such as awareness, desire, knowledge, ability and reinforcement (Hallencreutz, 2008). The framework of the ADKAR model allows the leaders and management authorities to focus on clear goal-oriented activities supportive for change management (Mustafa and Werthner, 2008). The process of ADKAR model has provided enough resources to think about the organisational change among the employees, leaders and management seniors. On the basis of the identified goals and objectives, the leaders, managers and organisational subordinates can discuss the change together that will be evident to recognise the benefits. Figure: Prosci ADKAR Model Source: (Hiatt, 2006) In order to utilise the Prosci ADKAR Model in an effective way, some factors must be clearly identified before initiating change. Changes have taken place on two dimensions such as employee side of change and organisational change. For the business dimension of change, clear opportunity within a business, project scope and objectives, the design of the business solution, implementation process and post-implementation solutions must be handsomely managed in a successful change (Valle Santos and Teresa Garcia, 2006). On the other side of the flip, for active employee change management, the study of five factors of Proscis benchmarking must be concentrated. Stephen Covey Seven Habits Model Dr Stephen Coveys 7 Habits (7H) Model has been applied to influence the paradigms of interaction among the managers, leaders and organisational employees. The 7H model has been implemented to the change management to enforce personal development. Meanwhile, the principles of the model have not been restricted to the management, leadership and workplaces. The original concept of Dr Stephen Coveys 7 Habits (7H) Model has directed social people to cultivate, change and develop into more effective as a human being (Hossan, 2015). The inspirational and aspirational standards of 7H model can supply the value of real-life integrity and humanity in a human character to become a responsible and successful individual. The 7 Habits of the model have been described as follows. Figure: Stephen Covey 7 Habits Model Source: (Anderson and Ackerman-Anderson, 2011) The 7 Habits of Dr Stephen Coveys 7 Habits (7H) Model Be Proactive: The managers and leaders must be proactive in change management environment to control changes during the process. Herein, self-determination will be a crucial factor to respond to the situation (Branham, 2007). Begin with the end in mind: The managers must keep the outcome in mind and concentrate on fundamental activities to achieve the target. Put first things first: Personal management is significantly important for the managers. Hence, the order of the seven habits must be maintained accordingly to get the desired outcome. Think win-win: In the case of interpersonal leadership, cooperative efforts must be aimed to achieve a win-win situation. Such mentality will be evident for successful change management. Seek first to understand and then to be understood: By developing a good relationship with the organisational subordinates, managers must be followed properly. After that, the managers can make the employees understand about the change (Baker, 2007). Synergise: Creative cooperation among the leaders, managers and employees can work out individual achievements in a change management process that will evidently help organisational productivity. Sharpen the saw: Lastly, learning from the past experiences will be crucial to success according to Stephen Coveys 7 Habits (7H) Model. People, who can learn quickly from the past mistakes, can improve at a faster rate showing their ability. Lewins Classical Model Kurt Lewin introduced the classical change model in the year 1947, after understanding the need of organisational changes. Lewins Model is still used as an essential theory of change management. The Classical model has been described in three stages that are known as Unfreeze, Movement and Refreeze. The model has been described using an analogy of changing stages of a block of ice. A diagram has been presented below for better understanding. Figure: Lewins Classical Model Source: (Lomax, 2009) Analysing the above model it can be seen that the activities to imply change in an organisation has been categorised into three primary stages. These stages are discussed in the following points given below: Unfreezing: At the unfreezing stage, the management needs to reduce the strength of traditional values and recognise the necessity of changes (McPherson, 2011). Along with that, the management needs to identify the necessary changes that must be implemented. Furthermore, the management will make the organisation ready to adapt to the strategic changes. Movement: This stage is known as movement or changing stage at which the organisation needs the active involvement of its people (Lomax, 2009). The movement stage is used to facilitate and implement change in the organisation. Refreezing: At this stage, reward and stabilise the achieved results. Furthermore, the management will reinforce the changes using legal norms (Lomax, 2009). Finally, the success of the change is celebrated with a closure of the change process. Kotters Eight Step Model The Eight step model was introduced by Kotter in the year 1996 which is recognised as an essential theory of change management (Kotter, 2006). The model presents the entire change process in eight primary steps that are presented in the diagram given below: Figure: Kotters Eight Step Model Source: (Kotter, 2006) The Kotters Eight Step Model has been discussed herein below: Establish a sense of Urgency: The need for change has been identified and communicated with the management and decision making body of the organisation (Gupta, 2013). Create a guiding coalition: A team is formed to enforce changes in the organisation. The team will be motivated to implement strategic change (Kotter, 2006). Develop a clear shared vision: A clear vision and mission statement will be created for implementing the strategic change. Communicate the vision: The vision of the change will be communicated and accepted by the decision making bodies of the organisation. Empower people to act on the vision: The obstacles to the changes will be removed by encouraging and convincing the members of the organisation. Generate short term wins: Short-term achievements will be planned to convince members of the organisation for bigger changes (Kotter, 2006). Consolidate and build on the gains: Employees will be promoted, hired and developed to implement the new visions (Kotter, 2006). The process of new themes, projects and changes will be reinvigorated to implement changes. Institutionalise the change: Finally, the plan will be put into action according to legal norms to seek success and growth. Evaluation of change management theory in current business scenario In todays world of change, an organisation may face several business challenges associated with the workforce. Hence, change management can be identified as the need of the era to address the organisational changes and improve the performance outcomes (Bartol and Martin, 2014). The change management theories can be applied to an organisation depending on the challenges. Current technological advancement, political changes, and macro-economic changes have forced the organisational management to implement change in order to cope up with the situation. The fundamental strategy of change has concentrated on quick learning and rapid reinvention in the business scenario. For instance, by applying Prosci ADKAR Model, any business organisation can manage employee side change as well as business side change. Along with that, the change management theories such as Dr Stephen Coveys 7 Habits (7H) Model can solve the forefront challenges associated to the subordinates. The principles of 7H model can influence the performance of the management authorities to implement significant change management. Change management initiatives must be followed the objectives and challenges of a group. In the current business scenario, change management can be applied to improve performance management system (PMS), employee motivation and training and development programmes. Whenever an organisation is going through a particular change, significant forces may appear to the change. In order to resolve such issues, Lewins Classical Model of leadership can be applied to influence the employees. Such advanced change management techniques have included unfreeze, realign and refreeze activities to bring cultural change among the organisation (Beerel, 2009). The framework has influenced the transition curve of the change to develop new organisational behaviour among the workforce to implement desired change (Lomax, 2009). By identifying the business perspective, the entire organisation must accept the change if a successful change management is needed to be implemented. The leaders must produce them a s a role model to the rest of the staff members to enforce new changes within the corporate culture. Promptly, Kotter 8 Step Change Model can be advised in this regard to building the change following the orders of the model. Significant enforcement of the model can bring supportive outcomes to the business. Meanwhile, each change management theory has got the significant attachment to the organisational change management (Liu, 2009). By following strict guidelines, effective control on change management can be achieved to improve the productivity of the business. Recommendation The recommendations to implement changes in the organisation are discussed herein below: Involves employees in change management: There is a need to involve the employees in the change management process. It increases the efficiency and effectiveness of the changes and helps the management to motivate the employees to move towards a common goal (Meyer-Ohle, 2006). Identify appropriate change management model: The management needs to identify an appropriate change management model to implement the changes according to the need of the organisation (Meyer-Ohle, 2006). A suitable change management model increases the rate of success of an organisation. Incorporate changes into corporate culture: There is a need to communicate the changes appropriately and incorporate it into the corporate culture of the organisation (Meyer-Ohle, 2006). It will help the organisation to enhance the performance of the employees and meet the changing environment of the business. Conclusion Change Management has emerged to be an essential need for the business organisation in the present market scenario. There is a need to imply changes to meet with the changing demand of the market and legal obligations. There are different change management models and theories that can be implemented to apply strategic changes in the organisation. 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