Organisational Change Models and Change Management Tools (Research Paper Sample)

Organisational Change Models and Management
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Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc112506886 \h 2Task 1: Organizational Change Models PAGEREF _Toc112506887 \h 2Lewin's Change Model PAGEREF _Toc112506888 \h 2The McKinsey 7s model PAGEREF _Toc112506889 \h 3Kubler Ross Model PAGEREF _Toc112506890 \h 5Selecting a Change Implementation Model that Supports Organizational Change PAGEREF _Toc112506891 \h 6Case Study: Organizational Change at Amazon Company PAGEREF _Toc112506892 \h 6Task 2: Change Management Tools PAGEREF _Toc112506893 \h 7Strategic tools PAGEREF _Toc112506894 \h 7Analytical tools PAGEREF _Toc112506895 \h 7Planning tools PAGEREF _Toc112506896 \h 7Strategies to Minimise Adverse Effects of Organizational Change PAGEREF _Toc112506897 \h 7Communicating Effectively with Employees PAGEREF _Toc112506898 \h 7Encouraging Employee Input PAGEREF _Toc112506899 \h 8Task 3: Change Impact Analysis PAGEREF _Toc112506900 \h 8References PAGEREF _Toc112506901 \h 9
Introduction
Organisational change is a complex and multifaceted concept. Notably, it can be described as transforming an organisation from the present state to the desired future state. This transformation can either be sudden or gradual. In most cases, organisational changes are usually initiated to enhance the organisation's overall performance by increasing efficiency and effectiveness (Hussain et al., 2018). Notably, many factors can drive organisational change, including new technologies, changes in the marketplace or changes in how work is done. Even though organisational change can be disruptive, it can lead to new opportunities and growth.
Task 1: Organizational Change Models
Organisational change models are frameworks organisations can use to plan and implement changes.
Lewin's Change Model
Lewin's model of change, also known as Lewin's three-stage model, is a widely accepted organisational change theory. The model states that organisational change occurs in three distinct stages: unfreezing, changing, and refreezing. Each stage is necessary for successful change to occur (Burnes et al., 2020). The first stage, unfreezing, refers to the process of creating the motivation and conditions necessary for change to occur. This may involve breaking down existing psychological barriers, such as resistance to change or old habits, or physical barriers, such as outdated structures or processes. Once these barriers have been identified, the second stage, changing, is when the actual change takes place. During this stage, the new behaviour or process is first learned or adopted and put into practice on a larger scale. The third and final stage, refreezing, refers to consolidating the changes made (Deborah, 2018). This may involve creating new policies or procedures to support the change, modifying organisational structures to accommodate it, or allowing time for employees to adapt to the new ways of operating.
Figure 1. Lewin's Model of Change: (Theodore, 2022)
The McKinsey 7s model
This framework for organisational effectiveness consists of seven interdependent aspects that must be affiliated for an organisation to be effective. The 7s framework consists of seven interdependent factors: strategy, structure, systems, shared values, style, staff, and skills (Demir & Kocaoglu, 2019). Amazon is a company that has successfully implemented the McKinsey 7s model. Amazon's strategy is to be the "everything store", offering customers everything they could want to buy online. This broad strategy has been successful because Amazon has built a massive online marketplace with millions of products available for purchase.