Organizational Change 1

Organizational Change

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Organizational Change

Organizational changes include all activities done in reviewing and modifying management

positions, their structures and mode of business operations. These changes are called for i.e. there

are technological advancements each dawn which will need the company to adapt for improved

results and to match subsidy competitors or due to underperformance by the current director who

will need to be replaced. Changes is a key factor for every business and are necessary for

business survival (Bejinariu, Jitarel and Mocan, , 2017).

Whenever changes are called for, people should be ready to adapt to the new changes

promptly to ensure that the normal working of a business is resumed within a short time and to

minimize losses and maximize profits. Changes are essential in adapting to new opportunities

and pursuing new strategic directions (Tidd, Bessant and Pavitt, 2005). I will incorporate Apple

Company in my research.

Apple Company as a technological company has always had to supply new

technologically improved gadgets year in year out as per the market trends. Technology

advancement is a key element in Apple operations.

Strategies for Managing and Implementing Change

Kurt Lewin’s Change Model

Lewin’s “Implementation” Change Model

Lewin’s change model of implementation explains that implementation should only

proceed when all team members are ready for it. He further states that for the drafted change

plans to be effective, there should be a grace period for implementing the changes effectively
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where employees grasp their new roles. Apple company is seen to follow this change model as in

changing its operations it takes time for the changes to be fully implemented (Manchester, Gray

and Owens, 2014).

Lewin’s “Freeze” Change Model

Freeze change model is also known as “stick” model. Freeze model explains that once the

change has been embraced, the change should be cemented within the organization and pushed

to make it as effective as it can be. Apple is seen to adopt this model for the reason that their

changes have never been rolled back nor proved non-effective at any time (Morrison, 2014).

Lewin’s “Unfreeze” Change Model

Lewin’s unfreeze change model states that when a change has stabilized and operations

are running successfully, irrelevant tasks may also be running with no authentic doubts.

Unfreezing helps people i.e. employees abandon bad habits and reduce goal blindness. With

Apple’s success as a company, it is clear that they embrace this model as their losses are

minimum being one of the reasons they are one of the most relevant companies present today

(Cummings, Bridgman and brown, 2016).

Kotter’s Change of Management Model

Create a Sense of Urgency

Kotter asserts that urgency is an important managerial tool for anyone who wants to stay

relevant in the turbulent world that moves faster. Opportunities that cannot be disregarded should

be adopted aggressively (Chappell, Pescud and Rosenborg, 2016).

Build a Guiding Coalition

Kotter implies that after a change is identified, a coalition with a knowledge of

implementing change should be formed to draft the implementing procedures of the stated

changes (Pollack, Julien and Rachel, 2015).

Form Strategic Vision and Initiatives

Kotter at this stage states that you should clarify how the future is expected to be different

from the present and how to make the future a reality through initiatives linked to the vision

(Chappell, Pescud and Rosenborg, 2016).

Enlist a Volunteer Army

Kotter at this stage asserts that change can only occur when a majority of people come to

propel change. He pushes that teamwork is necessary for implementing change and making

change a success (Pollack, Julien and Rachel, 2015).

Enable Action by Removing Barriers

This stage states that in providing an enabling environment for implementing change,

barriers such as unnecessary cumbersome processes should be removed for effective change

implementation (Chappell, Pescud and Rosenborg, 2016).

Generate Short Term Wins

Wins are motivators in all fields. In monitoring the changing efficiency, short terms wins

should be evaluated to monitor on how effective changes are and how actual they may turn to be

in the future (Pollack, Julien and Rachel, 2015).

Sustain Acceleration
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After wins and success witnessed, the business should push hard with the aim of

achieving improved system structures and policies. However, Kotter advises that we should be

relentless in implementing the change until the vision is a reality (Chappell, Pescud and

Rosenborg, 2016).

Concepts of Individualism and Collectivism

In management, individualism is where one embraces total rule on the decisions of a

business i.e. small personal enterprise. Collectivism is where management procedures focus on

all groups to which people belong. By focusing on groups, decision making in collectivism

management embraces decisions made by all relevant groups that will be impacted by the said

decisions. Collectivism breeds quality decision through consultations (Minkov, Sanchez and

Mudd, 2017).

Role of Stakeholders in Change Management

Stakeholders comprise of external and internal stakeholders. Internal stakeholders include

the employees and high ranking managers in the company, their impact are felt when they play a

role in company’s change decision making, and by this, it leads to quality decision making in the

end (Cho, Rapert and Lee, 2013).

External stakeholders i.e. customers also have a role of embracing the better outcomes for

example when new products of high quality are produced they should embrace them other than

complain about the elimination of a product they were used to using.

How Change Addresses Organizational Issues

Businesses are affected with advancing factors surrounding them i.e. technology, to stay

relevant in the case of Apple, for example, they must move suit in embracing current technology,

or they will be passed by competitors. An example would be the implementation of fingerprint

technology to enhance security. If Apple stayed back in adopting the technology, their customers

who needed advanced security would have deserted them for other subsidy companies who

embraced the technology (Alvesson and Sveningsson, 2015).

Conclusion

For effective change implementation, leaders in management positions should adopt the

most effective change implementation model as per their nature of operations. They should

conduct research and adopt the most efficient model that will aid their strategies in achieving a

company vision (Gurd and Helliar, 2017).

References

Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change

work in progress. Routledge.

Bejinariu, A.C., Jitarel, A., Sarca, I. and Mocan, A., 2017. Organizational Change Management–

Concepts Definitions and Approaches Inventory. In Management Challenges in a

Network Economy: Proceedings of the MakeLearn and TIIM International Conference

2017 (pp. 321-330). ToKnowPress.

Chappell, S., Pescud, M., Waterworth, P., Shilton, T., Roche, D., Ledger, M., Slevin, T. and

Rosenberg, M., 2016. Exploring the process of implementing healthy workplace

initiatives: mapping to Kotter's leading change model. Journal of occupational and

environmental medicine, 58(10), pp.e341-e348.

Cho, Y.N., Thyroff, A., Rapert, M.I., Park, S.Y. and Lee, H.J., 2013. To be or not to be green:

Exploring individualism and collectivism as antecedents of environmental behavior.

Journal of Business Research, 66(8), pp.1052-1059.

Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:

Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-

60.

Gurd, B. and Helliar, C., 2017. Looking for leaders:‘Balancing’innovation, risk and management

control systems. The British Accounting Review, 49(1), pp.91-102.

Manchester, J., Gray-Miceli, D.L., Metcalf, J.A., Paolini, C.A., Napier, A.H., Coogle, C.L. and

Owens, M.G., 2014. Facilitating Lewin's change model with collaborative evaluation in

promoting evidence based practices of health professionals. Evaluation and program

planning, 47, pp.82-90.

Minkov, M., Dutt, P., Schachner, M., Morales, O., Sanchez, C., Jandosova, J., Khassenbekov, Y.

and Mudd, B., 2017. A Revision of Hofstede's Individualism-Collectivism Dimension: A

New National Index from a 56-Country Study. Cross Cultural & Strategic Management,

(just-accepted), pp.00-00.

Morrison, M., 2014. Kurt Lewin three step change theory model–unfreeze, change, freeze.

Management. RapidBI-Mgt, Leadership, Business.[interaktyvus][žiūrėta 2014-10-06].

Prieiga per internetą:<, https://rapidbi. com/kurt-lewin-three-step-changetheory.

Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational

change program: Presentation and practice. Systemic Practice and Action Research,

28(1), pp.51-66.

Tidd, J., Bessant, J. and Pavitt, K., 2005. Managing In-novation. John Wiley&Sons, Ltd.
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