Peter Drucker's Model Of Organizational Change

Organizational change

Many companies worldwide have in one way or another implemented change in the operations of their business over the past years. This type of change in the operation of any business is described by the term organizational change. Factors such as new technology, competitive advantage and globalizations influence organizational change within a company (Hayes, 2014). The ability of a company to manage and successfully implement change is crucial to its survival. Consequently, organization change has attracted the attention of many researchers and scholars. Peter Drucker is well known for his numerous contributions to innovative management practices. Notably, he indicated that the rapid technological advancements would cause

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. This involves analyzing each and every step and human interactions for potential improvements. By doing so, you are eliminating the existing bias and commonly accepted mistakes which gives a better perspective of what you need to change. That is, the cause of the problems rather than symptoms. More so, it helps get buy-in by the staff for the need to change. Every employee needs to know what’s wrong with the current processes for them to embrace change. The second stage is to make the changes and deploy as you guide the teams through the adoption of the changes (Levasseur, 2001). At this stage communication, support, and education are vital. It is essential to carry out the training on the new ways of doing things for the employees to adequately understand. The final step of this model is to refreeze the new status quo once you have made the

This model is best suited for a company that knows that they need to change the way they operate, but they are not sure of what to do to implement the required changes successfully. By analyzing the seven aspects of the company and how they affect each other, you will highlight the changes you need to make to create a united approach to business. The seven aspects are; strategy, structure, systems, shared values, style, staff, and skills (Nohria, & Khurana, 1993). The change management team should look at the following questions: What are the company objective’s? What is the strategy to achieve them? Are they making the business stay competitive? How can the strategy adopt to the current and future situations? How is the company currently structured? What is your hierarchy? How are the departments organized and managed? How are the teams organized and managed? (Nohria, & Khurana, 1993). How do individual team members organize themselves? Who makes what decisions? How are the decisions passed down? How do you communicate? How often is the communication done? What are the core systems, how are they updated, are the systems accurate, who has access, how do you track and asses the results of this process? Lastly, review the company shared values. This model of change management allows the company to assess their weaknesses and highlight the areas that require changes. However, the model requires a lot