Eight Theories of Change Management Samples †MyAssignmenthelp.com

Question: Discuss about the Eight Theories of Change Management. Answer: Introduction In the competitive world, it is essential for every organization to come out with the functional and systematize changes for the business and implementation of new technologies to meet the customer demands and requirements. Organization is needed to remove the immaterial and unsystematic methods and try to concentrates on the desirable plan of action in order to implementing thechange management in the business. Change management is a structured process which requires time factor, skills, enthusiasm and efforts in the execution of the change management. The change management in the organization requires the participation of both the staff and managers of the organization. Organizational change management is a framework for managing the impacts and effects of changes in the corporate culture and new business processes with an enterprise. For this purpose, aChange Management theory provides several theories which can be adopted by the business in bringing out the organizational changes . But, before adopting any theories by the organization from its current state to desired state, it is important for the business to identify the need of changes and how these changes will turn into the benefits for the organization. The main theories of change management are: Lewins Change Management Theory McKinsey 7-S Theory Kotters Change Management Theory Nudge Change Management Theory ADKAR Change Management Theory Bridges Transition Change Management Theory Kublers Five Stages Change Management Theory Different Theories of Change Management According to Baden-Fuller Morgan (2010), the following are some of the finest theories which can be adopted by the organization in order to executing the change management which are as follows: Lewins Change Management Theory According to Booth (2015), this Change Management theory was established by the psychologist Kurt Lewin in the year 1950. This change management theories is the most famous and useful theories to understand the organizational change. The main theories of Lewin Change Management is to describe the changes in the organizational structure through the changing requirements of the business. Lewin theories consists three stages of changes which are as follows: Unfreeze: It is the first stage of Lewin theory of change management which states that it is important for the organization to be prepared for the changes. According to Cameron Green (2015), this stage explains the importance of changes and how these changes will turns into the benefits for the organization. This stage must be commenced through the source of motivation. Transition: Once the change is commenced, transition is the second stage in which organization moves and remains fir the last time. This stage describes the correct way to make the process easier for employees or individuals who are participating in the organizational process. Appropriate leadership and assistance are the important keys in this stage to run the process successfully. Refreeze: After the successfully implementation of changes had been accepted, organization start to become stable again. This is the reason to call the stage as refreeze. This stage requires that organization have to ensure that that the employees are operated under the acquired changes. McKinsey 7-S Theory McKinsey theory is created by the Robert Waterman, Tom Peters, Richard Pascale and Anthony Athos in 1978. According to Cavalcante et al.(2011), this theory continues even when the other theories came in or fades out. McKinsey 7-S theory examines the organizational structure which consisting 7 factors to managing the change in the organization. The main seven factors are: Strategy: Strategy is created to initiate a plan with the objective to achieve the competitive benefits and run profitably. Skills: It refers to the abilities of organizational employees to perform their best. This stage includes the actual skills and competencies of employees working in the organization. Style: This stage represents the way of implementation and acceptance of changes in the organization. Staff: It refers to the workforce or employees and their working capabilities. Systems: This stage refers to the processes which show the daily activities of the employees who are engaged in getting the task done. Structure: It refers to the formation of organization and includes the information of who reports to whom. Shared values: A shared value refers to the core values and standards which will direct the behavior of employees and maintain the corporate culture and ethics of an organization (Chiaroni et al., 2011) Kotters Change Management Theory According to Freeman (2011), Kotters theory was created by the John Kotter and Dan Cohen and it is the famous theories adopted in the world. The theory is divided into eight stages where each stage concentrates on the key principle in relation to the people respond to change. The eight stages which are involved in this theory are as follows: Build urgency: This stage show the creation of urgency among the employees with the aim to encourage them to move forward towards organizational objectives. Create Team: This stage of Kotters theory will get the right candidate for the organizational team by determining the skills, knowledge and capabilities. Make a vision: This stage creates the strategy for the right vision which includes creativity, objectives and emotional connection. Communicate vision: Communication is an important part of the change management theories of Kotter. According to Goetsch Davis (2014), organization is needed to communicate with the employees regarding the changes. Information provides to the employees regarding the changes must be relevant and remove the conflicts in the organization. Remove barriers: In order to make actions become effective, organization have to remove the barriers and hurdles and implement the respond in a positive way. Creation of goals: Organizations have to segregate the goals in small achievable targets and focus on short term goals which is helpful in achieve the organizational objectives without imposing the pressure on employees. Persistence: This stage of Kotter theory shows the persistence and dedication of employees which are the main keys to success. The stage requires that the employees of organization not to give up the process when the chain management process is conducting. Corporate change: To manage the chain management, it is important for the organization to strengthen the changes and make it a part of the corporate culture. Nudge Change Management Theory According to Hayes (2014), Nudge theory s of change management was created by the Richard H. Thaler and Cass R. Sunstein. This theory can be applied to business organization as well as for business for change management. Nudge change management theories explains the importance of change as a basic necessity of the organization. This theory is also useful in exploring the exisiting influences and explaining either to eliminate them or change them. The main advantage of taken this theories by organization are to show the difference in the feelings, opinions and knowledge of people and it also examine the features of human behavior and nature. Thus, this theory reduces the conflicts from the employees of a company and can be applied to various organizations. ADKAR Change Management Theory According to Jones Sallis (2013), ADKAR stands for awareness, desire, knowledge, ability and reinforcement. ADKAR is simple and powerful theories in driven the successful changes. This theory uses the framework which defines the current stage, the transition stage and future stage. ADKAR theory makes it feasible to change management teams to concentrates on those actions which are directly linked to those goals which organization wants to achieve. Under this theory, an individual can get the results in a systematic manner so that change can be implemented and executed in the organization. In other words, this theory provides the help to the employees to go through the process when the change management is taking place and remove the conflicts among the employees towards the change. Bridges Transition Change Management Theory According to Kuipers et al. (2014), the Bridges Transition theory was created by the William Bridges and was published in his book Managing Transitions. The main feature of this theory was that it focuses on transition not change. The difference between transition and change was minor as change is something that happens to people and in transition on the other side is internal which means it happened in the people mind. The transition model focuses on three stages which employees face when they experience change which are as follows: Ending, Losing and Letting go: It is the first stage of Transition change management theory in which employees of organization are introduced to change and enter into the stage that is noticed with resistance and emotional discomfort. This stage includes the some of the employee emotions which can be fear, bitterness, anger, contradiction and frustration among employees. Organization is needed to encourage the employees in order to accept the new start. Neutral Zone: Neutral zone is the second stage which is related to the confusion, frustration and uncertainty. In order to managing the change in the organization, employees may experience workload as they may use new organizational structure and the new methods of working. Thus stage is the gap between the old and new changes in the organization. This stage is related to the low morale, low productivity and concerned about their roles (Langley et al., 2013). Besides these experiences, neutral zone stage is also known for creation, renovation and alteration. Under this stage, organization can motivate and encourage their employees to try the new methods of working in an effective manner. New Stage: When the neutral zone stage is cleared with the support and direction of organization, this stage takes place with the acceptance and creation in the organization. In this stage, employees start to hold the changes and recognized its importance. This stage requires the skills needed to achieve the new goals in the organization and may begin the experiences the advantages of these changes. Kubler-Ross Five Stages Change Management Theory According to Liao Wu (2010), the Kubler Ross theory was created by the Elisabeth Kubler Ross and represents the employees feelings when they are dealing with the changes in the organization. This theory will help the organization to understand and deal with the personal stress and include the five stages that are associated with the change: Contradiction: It is the first stage in Kubler Ross theories in which no one is ready for the changes and shows resistance regarding the change and may not believe what was happening in the organization. Anger: Under the second stage of Kubler theory, the first reaction comes out in absorbing the news was anger. The contradiction change into anger when one experience that the change will affect them in real. There may be different ways of anger for different employees. Bargaining: The next stage includes the bargaining which provide the best solution to the employees to come out of the situation. Bargaining is a way which removes the ending up of the terrible cases and comes out with the natural response (Maon et al., 2010). Depression: In the organization, when employees realize that bargaining is not working properly, they may get depressed and lose faith. This is the situation when one moves into a sad state of mind. The main reason for the depression stage which the organization can identify was less motivation, low energy and non-dedication. Acceptance: This stage shows the final acceptance of changes management in the organization. When the employees are finally accept the changes and fact that what is happening is included in this theories. Cultural Web According to Shirey (2013), when commencing with the organizational change management, cultural web is termed as the most helpful device in determining the organizational core culture of the organization. The term Cultural Web refers to the representation of the organization chart and evaluates the daily behavior of employees. The cultural web recognize the six elements by which organization can see the real image of companys culture which includes what is working, what is not working and what needs to be changed. The main six steps of cultural web are as follows: Stories: This step of culture web is related to the success, failures and leaders. The stories are told by the members of the organization and to outsiders to set the goals in its current organizational history and mention the important events and characters. Symbols: Symbols refers to the marks, logos, cars and titles which can be shorthand in the representation of the organization nature. Power Structure: The power structures also have an impact on the culture of the organization. Power structure is the most useful groups which are closely attached with the core assumptions and beliefs. Organization Structures: Organization structure consist both the internal and external structure of defined by the organization paradigm and highlights the points of power and influence which affect the powers and show the important roles and relationships. Control Systems: Control systems identify the importance of changes in the organization. This step of culture web includes the reward systems which is important influences on behaviors but also show as a hurdle in the success of new strategies. Routine and Rituals: It refers to the daily behavior and activities of employees that indicates the acceptable behavior. Kotter Research Harvard Business Review According to Smith Lewis (2011), in order to make the changes successful, organization must change and focus on the structure and operations of a business to change the public behavior. Kotter research The Heart of Change provide the direction to helping the people believe and perceive in a different manner in order to achieve the shared goals. Kotter research concentrates on the attached with the peoples emotions which will have a major impact on the behavior change and the action that leads to the success. The Heat of Change is the most significant element of Kotter bestsellers Leading Change. The book includes eight steps process and defines the large scale change of work in the organization. Kotter present the methods and procedures that show how employees get encouraged and motivated to reduce their barriers to change and produce effective results. Kotter research initiates the creation that appeals the employees to spring into action. Kotter research The Heart of Change are re quired by the organization in facing the challenges to built in change. Learning knowledge by Lewin According to Van de Ven Sun (2011), learning knowledge describes the ideal learning atmosphere with the organizational goals. It create the environment in which employees continually enlarge their capacity to create the results that they wish, where new and innovative patterns of thinking are support and where employees are continually learning to see the whole reality together. The learning knowledge in the organization depends on the various dimensions such as thinking system, personal mastery, established shared vision and learning team. Conclusion From the study, it has been concluded that change management play an important role in meeting the organizational goals and objectives. Organizations are required to implement new thinking and ideas in acquire the suitable plan of action for the changes in the organization. The study also explains the various theories of change management which can be applied in the organization to bring out the better results and shared the goals and objectives. The several theories of change management enable the organization to describe the changes in the organizational structure through the changing requirements of the business References Baden-Fuller, C. Morgan, M.S., 2010. Business models as models.Long range planning,vol. 43, no. 2, pp. 156-171. Booth, S.A., 2015.Crisis management strategy: Competition and change in modern enterprises. Routledge. Cameron, E. Green, M., 2015.Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Cavalcante, S., Kesting, P. Ulhi, J., 2011. Business model dynamics and innovation:(re) establishing the missing linkages.Management Decision,vol. 49, no. 8, pp. 1327-1342. Chiaroni, D., Chiesa, V. and Frattini, F., 2011. 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