Research Current Change Management theory explain clearly what Current research literature is saying about Change.
Change management is an important aspect of every organization as various changes are taking place in the business environment. These changes in the business environment must be dealt with the business in an effective manner so as to enhance the performance of the business. Change management can be defined as a process which provides a direction to the manner in which preparation related to equipment, people and strategies need to be done for adopting change which enhances the chances of growth and success. Every organisation faces different issues such as a change in the structure, change in job roles, the technology used and level of competition in the business environment. Different change management theories and models are available which can be used by the organisations for the implementation of the change. These theories and models include McKinsey 7 S Model, Kotter’s change management theory, cultural web, Lewin’s Change Management Model, ADKAR model, Nudge Theory, Kübler-Ross Five Stage Model and Bridges’ Transition Model.
Figure 1: Change Management
Source: (Collins, 2017)
Change management is a crucial aspect for every organisation. Changes occur in the business environment due to various factors. Change management is vital for the business for the purpose of increasing engagement, minimising resistance, improving the performance of the employees as well as organisations, reduction in the cost and promoting innovations. There are various advantages of change management and these advantages include effective system is developed which helps in delivering quality services, no impact on the routine operations, promotes loyalty among the employees and reduction in the cost of the business (Tudor, 2014). Change management theories or models need to be applied for initiating change so as to reduce the negative impact of these changes on the performance of the business. The process of change management includes adaption to change, controlling the change, implementing the change. Different types of changes can take place which can affect the performance and operations of the organisation. These different types of changes include tactical changes, technological changes, structural changes, strategic changes and leadership changes. These different types of changes can affect performance, operations and growth chances of the organisation (Smith, 2013). For the purpose of minimising the impact of these changes, there is a need to apply change management theories or models. Different theories and models for change management are discussed below:
Cultural web: this approach for change management is used for analysing the culture of the organisation and implementing the change for changing the culture of the organisation. This approach helps in the analysis of the culture of the organisation so as to analyse the gap between the current position and future position where the organisation wants to reach. This helps in the setting priorities and formulating plans for coping with the gaps (Sun, 2008). This approach includes six elements which are stories, rituals and routines, symbols, the structure of the organisation, power structure and control systems.
McKinsey 7 S Model: this model includes 7 steps or stages for the management of change. These steps include strategy, structure, system, style, staff, shared values and skills. Strategies are prepared in this model so as to implement them for the implementation of change. This model helps in deciding the structure which business has to adapt for the change management along with the manner in which tasks will be performed for managing change. Values are adopted which need to be followed by the internal stakeholders of the business and developing skills of the employees for implementing change in an effective manner (Jurevicius, 2013). All these stages are followed so as to formulate a plan for the implementation of change. Managers can use this model for developing an understanding of the manner in which organisation is operating. This model enables the managers so combine emotional and practical components of the change for better implementation as well as covering every aspect. Managers can implement the technological changes, structural changes, political and legal factors and increasing competition in an effective manner by using this model (Mourfield, 2014).
Kotter’s change management theory: John P. Kotter has developed this theory. This theory is an effective model used for the management of change. It is divided into eight stages for the implementation of change in a better manner. The first stage of this model includes the development of the need for change so as to formulate a base and guiding the next steps. The second stage includes motivating and encouraging employees for gaining their support (Auguste, 2013). In the next stage, the focus is on setting a clear vision for taking initiative towards the proposed change. Next step includes communicating the need of change among the employees. Next step includes allocating roles and responsibilities among the employees for gaining support. Next step includes setting short term goals which organisation needs to achieve. Next stage includes constant efforts for the implementation of the change (Kotter International, 2017). The last step is to implement the change as goals are clearly defined, roles and responsibilities are allocated and proper planning is done for the implementation of change. Managers can use this eight stages model for formulating plans for implementing the change in a sequence without skipping or missing out any important aspect. Managers can use this model as it enables the managers to follow and incorporate in an easy way. Managers prefer this model as it helps in accepting the change and preparing for the acceptance (Galvin & Clark, 2015).
Lewin’s Change Management Model: this model was developed by Kurt Lewin. Lewin’s model is an effective model for the change management. This model of change management has helped in developing the understanding of the structural and organisational change. This model includes three stages which are unfreeze, change and refreeze. The first stage is unfreeze in which focus is on preparing for the changes (Calder, A. M., 2013). This stage helps in the analysis of the need for change so as to analyse the factors which can resist change. The second stage is changed in which changes take For the implementation of the change, there is a need to analyse the aspects and utilise the leadership, communication motivational and monitoring skills for ensuring the desired outcome. The third stage of this model is refreeze in which focus is on bringing the organisation on stabilised phase. This is done for ensuring that the changes are followed all the time. Managers can use this model of change management for analysing the changes in a clear manner, implementation of the change and bring the operations of the organisation to normal and routine mode (Hussain, 2016). Managers can implement the change in the organisation and attain the stable condition.
Nudge Theory: nudge theory is used for the analysis of the behaviour of the individual and decision-making process adopted by the individual. It is vital for the managers to analyse the decision-making process of the employees and behaviour of the employees. This theory will help the managers in analysing the feelings, opinions of the employees and knowledge so as to gain support from the employees for the implementation of the change (Prager, 2012). This theory can be used for the analysis of the existing influence which is affecting the performance of the employees and eliminating the aspects which are affecting the implementation of proposed change. Managers can use this theory for analysing the behaviour of the employees towards the proposed change (Monahan, et. al., 2016).
ADKAR model: this model can be used by the managers for the purpose of analysis of the gaps in the current state and the future state. Identification of this gap helps in analysing the measures which can be used for the implementation of the proposed change. The motive behind using this model of change management is to providing support to the employees for coping with the implementation process of change management. This model helps in dealing with the resistance faced by the managers due to the resisting factors (Kazmi and Naarananoja, 2013). This model helps in dividing the change into different parts so as to ensure the effective implementation of the change. ADKAR model includes 5 elements which include awareness, desire, knowledge, ability and reinforcement. Awareness includes analysing the needs and requirement of change. Desire includes taking part in the implementation process of the change. Knowledge includes the manner in which change will be implemented. Ability includes implementation of the change on regular basis. Reinforcement includes implementation on a regular basis so as to ensure that changes are followed in the organisation (Lowery, 2010).
Force field analysis: there are various forces which have the potential to create an impact on the process of change management. These forces or factors are bifurcated into two segments which are driving forces and restraining forces. Driving forces promotes the change and provide support in the implementation of the change (Swanson & Creed, 2013). Restraining forces are those forces which act as a resisting element and affect the implementation process of change. Managers can apply this model of change management for analysing the factors which will support the proposed change and helps in implementing the proposed change. Managers can analyse the restraining factors and strategies can be adopted for coping with the restraining factors (Phillips, 2013).
Conclusion
Change management is a structural approach which provides guidance to the organisation for moving from the current position to the future position. Organisations need to adopt changes for coping with the changing business environment. Different challenges are being faced by the business which results in an adverse impact on the performance of the business. These changes include a change in the structure, change the economic conditions, change in the legal and political aspects, change in the technology, socio-culture change, resistance from the employees and rising competition. Different change management theories can be applied for coping with these changes and changing the manner in which business operates. These theories will help in enhancing the performance of the business and performing the operations in an effective manner. These theories can be used for the formulation of plans for the implementation of the proposed change in the business.
The business environment in which business exists is changing due to which performance of the business is getting affected. It is vital for a business to deal with these changing aspects of the business environment. For the implementation of the change in an effective manner, managers need to analyse the changes in an effective manner. This analysis will help in analysing the issues which can resist to the implementation process of change. Support of the employees is an important aspect as this support helps in implementing the proposed change and performing the operations in a proper manner. Managers need to develop various skills such as communication skills, leadership skills, motivational skills and monitoring skills so as to cope with the resistance faced by the organisation. These skills will managers to analyse the need of change in a better manner and ensuring the support from the employees. Managers must ensure that the working environment of the business is flexible so as to implement the change and for gaining the support from the employees for implementing proposed change. Managers must analyse the effect of the change on the future performance of the business. Implementation of the proposed change must be done after analysing the outcome of the change.
References
Auguste, J., 2013, “Applying Kotter’s 8-Step Process for Leading Change to the Digital Transformation of an Orthopedic Surgical Practice Group in Toronto, Canada”, J Health Med Informat.
Calder, A. M., 2013, “Organizational Change: Models for Successfully Implementing Change”, Undergraduate Honors Theses, Paper 144.
Collins, R., 2017, “For Change Management To Work The Reason Must Be Compelling”, APQC.
Galvin, T. P. & Clark, L. D., 2015, “Beyond Kotter’s Leading Change: A Broad Perspective on Organizational Change for Senior U.S. Military Leaders”, United States Army War College Department of Command, Leadership, and Management.
Hussain, S. T., Akram, S. L. T., Haider, M. J., Hussain, S. H. & Ali, M., 2016, “Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change”, Journal of Innovation & Knowledge.
Jurevicius, O., 2013, “McKinsey 7s Model”, Strategic management insight.
Kazmi, S. A. Z. and Naarananoja, M., 2013, “Collection of Change Management Models – An Opportunity to Make the Best Choice from the Various Organizational Transformational Techniques”, GSTF Journal on Business Review (GBR), Vol.2, No.4.
Kotter International, 2017, “8-Step process”, Kotter International.
Lowery, M. S., 2010, “Change Management in a Dynamic Information Technology Environment: Inquiries into the Adkar Model for Change Management Results”, Regis University.
Monahan, K., Murphy, T. & Johnson, M., 2016, “Humanizing Change: Developing more effective change management strategies”, Deloitte Review.
Mourfield, R., 2014, “Organizational Change: A Guide to Bringing Everyone on Board”, SPEA.
Phillips, S. W., 2013, “Using Volunteers in Policing: A Force Field Analysis of American Supervisors”, SAGE Journals.
Prager, K., 2012, “How to apply theories of behaviour change to SEWeb and related public engagement activities”, Scotland’s Environment.
Smith, C., 2013, “Important Theories of Change Management”, Change.
Sun, S., 2008, “Organizational Culture and Its Themes”, International Journal of Business and Management, Vol. 3, No. 12.
Swanson, D. J. & Creed, A. S., 2013, “Sharpening the Focus of Force Field Analysis”, Journal of Change Management, 12 (1).
Tudor, L., 2014, “Change Management – Challenge and Opportunity for Sustainable Development of Romanian Companies”, Proceedings of the 8th International Management Conference.
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