Pros And Cons Of Kurt Lewin's Change Model

This has to be taken care of by means of good training program for the employees. Apart from that user-friendly manuals would also be required. There could be several negative implications of not addressing this risk, like, • Degraded product: If the employee is not sure about how to make use of the new technology, the quality of output is going to get impacted. For example: If his job is to review documents, there is high chance that he might miss to notice errors, if he is not comfortable using the new digital system for scrolling. • Negative rate of return: There is another serious implication of mishandling.

Ignoring conflict in the workplace can be a costly decision. Management should take the reins while encouraging employees to address their issues to make the workplace more productive and profitable. One important aspect of conflict resolution in the workplace is an open-door policy where employees always feel they can approach anyone in the organization with an issue they may be having or one they have witnessed in the business (Anthony, 2017). When Management had retaliation against me I knew either way, the solution to be solved is to communicate with my manager and see how we can fix the problem, but as an HR representative we need to play an important role in the conflict resolution.

Work teams usually have the intent of encouraging more ideas and creating a team culture where debate is accepted. When employees have more natural disagreement, tension and personal frustration can enter the mix, causing team members to experience interpersonal conflict. To preserve effective team functioning over time, employees need to quickly resolve conflicts and move past them. 1. Define Acceptable Behavior: Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help avoid conflicts.

Personal Mastery in a subject matter or situation can be described as an individual’s ability to determine what is important and work relentlessly to achieve same. The change generators displayed personal mastery and persisted despite the change in government to ensure that the change was initiated and achieved. Shared Vision Building can be described as the development of a picture and a vision of the future that everyone can agree to and are committed to achieving. This is shown in the case where it was stated that employees did not object to the proposal and that they agreed that the service was poor, felt ashamed of it and accepted the change was necessary. Senge describes a shared vision as follows: “People are not playing according to the rules of the game but feels responsible for the

• Change Objective • Clear Communication of the need for change to all Staff • Addressing employee concerns in terms of change Freezing After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. In order to accept the change and making the change successful, The Staff of BBC need to understand how the changes will benefit them, so that they would embrace the new direction and participate proactively in the

Both the Hotspot and Balanced Scorecard are frameworks for change. However, Gratton and Niven offer different ways of managing organizational change. The Hot Spots philosophy suggests that organizations should be designed around the people as source of ideas and continuous innovation. To fuel the emergence of Hot Spots, leaders should focus on structural designs and reinforcing appropriate practices and processes. In contract, the Balanced Scorecard focuses on measurable factors of change, such as the return on equity, customer satisfaction and staff turnover.

Two traits I desire to improve are courage to look at my own biases and keep them from interfering with my behaviors, opinions, and decisions and having the vigilance to see and immediately shut down any disrespectful behavior in my workplace. I have a very strong bias to what I think a hard or honest worker is. Being raised in a hard-working family it is sometimes hard to understand most people’s views of hard work. To me, being a hard honest worker is coming into work, doing the work you’re assigned without being asked and keeping the chit chat and socializing time down to a bare minimum.

The system needs to be productive or it will be a waste of money and time, this makes a virtual as a potential to refine employee’s performance. The performance appraisal will lead to a behavioral change when an individual accepts the system (A. Elverfeldt, 2005). The system used in performance appraisal has the roots and become more powerful in almost all the organization through the world. These are the assessment of the performance of an employee or employer, whom one is concern about (D. Goel, 2010). According to E. Lawler, G. Benson and M McDermott, 2012 performance appraisal is a censure powe of management practices, criticism ranging from an extensive waste of time to their having a negative impact on the correlation between managers and their subordinates.

Building relationships, considering others feelings and celebrating their successes with them can maintain strong leadership. By encouraging my team to participate in the decision making process I empower them, which inspires job satisfaction this reduces conflict, poor time keeping and absenteeism. I need to be able to help my staff team understand the need for change and I do this by being clear about my aims and objectives, the actions required and the part they need to play.

The Model establishes that for a business to change there must first be a reason or a need for change. This is called the “freeze phase”. After a reason for change is established the desired changes needs to be implemented, this is what we call the “change phase”. Finally once changes are implemented we must lock them in whats known as the “freeze phase” where we look to moniter and reward staff for implementing the change process successfully while ensuring we are constantly supplying them with the tools they need to do so. This model works whether the changes are strategic and incremental or reactive or anticipatory

The purpose of this paper is to compare and contrast Lewin’s and Kotter’s change theories and identify the main concepts. These theories will show how change is essential in order to motivate people for long-term success and how these theories play important roles in the change process for any organization. The similarities and differences of the theories will also be presented. Kurt Lewin identified three stages of change theory (Lewin, 2010). He stresses that all employees should be aware of a need for change from the status quo and take actions based on awareness of change and commit to the effort until new standards are rooted in the organization.

Performance Improvement Plan is used to improve employee performance, modify behavior and correct discrepancies. Employees put under the PIP have their work closely monitored. However to employees the PIP is not really a positive thing. It should be considered as a final warning or the last step to being fired.

This is experienced as a result of the desire to maintain status quo. In some organizations, a minor change to the responsibilities of the organizations requires much time and resources (Want, 2006). Change can lead to conflict. Individuals become attached to things they consider as the norm of their workplace. When change occurs the employees have difficulty of letting go of the status qou.

A. Classification of Type of Culture Hierarchy culture fits Techfite, because it controls the internal focus and production of the company. Hierarchy culture is based on corporate levels and structures. Hierarchy Culture can lead to a positive or negative outcome. Techfite and Endothon have different cultures inside their organizations. Considering Techfite, it has Hierarchy Culture which means; its more focused on customers and its outside gatherings.

One of the goals is to present a systematic model of implementation based on the plan of action that will restore the higher chain to focus on outcomes of criminal justice innovations by using the Kotter’s 8 step model to help correction leaders conceptualize the process of the change initiative. Another goal is to clarify which procedural policies are the most vital in changing in order to concern which ones will accomplish our engagement efforts. Lastly, the goal will be to focus on the policy changes that create divide in the institution. The aim is not to provide detailed descriptions of other scholar studies, but to simplify more wide-ranging ways to redirect and recreate necessary changes as well as to describe the Kotter’s 8 model of