The first process starts with unfreezing, which is an extreme important first hurdle in the change process. Unfreezing which encouraging peoples to throw out old behaviours by reorganize the steadiness state that maintains the status quo. Change management books has long advocated that certain peoples have personalities that make them more resistant to change. By the way, latest research shows that only minority of a study’s people displayed flexibility in their reactions to three kinds of different change which are technological, structural and office relocation. Most of the respondents reacted differently to these differing kinds of change, suggesting that reactions to change might be more situational driven than was previously thought.
K. (2007). Resistance to organizational change: The impact of followers' disposition toward change & supervisors' leadership style. Summary: Organizational changes often fail because of employee resistance to change. Some employees are more dispositional change resistant than others. Positive results were noticed when the leader-member exchange theory was used.
These theories of change provide evidence that change can occur successfully. It could be detected and examined by many steps or stages. These theories have been hypothesized to answer the question, “How does successful change happen?” (Kritsonis2005 P: 1). Kurt Lewin’s theory (1947) cited in Wise (2007) is one of the most frequently used methods of change management. Comparing to other models of change, this model has been choosing in this dissertation as it provides a vigorous, theoretical sight of the change.
These are Lewin’s Change Management model, The Mckinsey 7-S model, Kotter’s Theory, Nudge theory, ADKAR, Bridge’ transition model, Kübler-ross change curve, And the Satir change management model. We look at the three commonly used models of change management. Lewin’s change management model is the most popular approaches since it is easy to use. This is because it splits the change process into three stages; namely unfreeze, make changes, and refreeze (Levasseur, 2001). The first step of this mode is to unfreeze the current processes and look at how things are done.
According to (Robbins and Coulter 2011, p.155) Managers will face three main types of change: structure, technology, and people. Changing structure driven by changes in the external environment or
Everyone deals with change differently. Someone's perception of change is what builds them as a person and is their guiding factor when they decide how to handle change. Timothy Findley uses change guided by the war in the novella The Wars, to show how a character perceives a certain event. Characters such as Robert Ross and Mrs. Ross deal with a series of changes in their life that affect them both greatly. The effect of the war on Robert Ross is that it changes him through his experiences and what he views throughout the novella.
This means that change causes discomfort to the status quo. He identified three phases of changes; unfreeze (create right environment), change/transition (Supporting change to desired state) and Refreeze (Reinforce to anchor change). This model is regarded to be the simplest form of change management. Organizations that are not accustomed to change management can easily plan around Lewin’s model. Lewin also predicts the challenges of facing opposition to change and minimizes it.
The reading “Delivery of Human Resource Management Services: Five Models” written by Stephen E. Condrey describe the characteristics of five different models that can be found in human resources management. However, the author considers that these models are composed by specific characteristics and traits that each individual organization may portray. This models can vary in accordance to the mission and goals of organizations. The first model is the traditional model and is composed by the old-style practices in human resources management that were defined by rigid and structural rules and procedures in a centralization of the objectives, role and service delivery of the organization. This traditional model focuses on the placement of rules
2.6 Change Management Change management has become a term popular with business organisations. According to Whitaker (2012:45), change management is a concept which has a lot of experts. Zhu (2012:150) defined change management is defined as a process of planning, coordinating the implementing of all changes through individuals, teams and organizations. The term change management has also been defined as the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Todnem, 2005:369). Change is an ever-present feature in all types of organisations, it represents how business cope with challenges and it is also how business repositions in order