Change Management: A Case Study

764 Words4 Pages
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
…show more content…
Change makes employees afraid to lose their jobs and on the other hand managers are afraid to lose the influence and power they have in their workplaces. Change management despite being popular is a phenomenon which is also often misunderstood. According to Holsapple (2013:13), change management is a broad and challenging field that offers numerous theories and processes to consider, yet it has no guaranteed solutions. Essentially, change processes are highly dependent not only on their environment, goals, and objectives of the organisation, but on its specific history, culture and leadership. Mergers and acquisitions form part of the measures that organisations follow when they want a change in the organisations’ fortunes. Acquisitions, mergers and change have been an on-going part of the operational strategy of many organizations for years, and have proven to be a significant and popular means for achieving corporate diversity, growth and rationalization (Kavanagh, 2006:81). Change in oorganisations is often met with resistance especially from employees especially when change brings with it the threat of downsizing the organisation’s workforce (Todnem, 2005:34). The change that McCormick experienced ranged from an acquisition and they also experienced an organisational restructuring all these changes had an effect on the employees in different ways. The impact of the change that happened at McCormick is going to be analysed in the following subsections.
2.7 Change management models

In managing change there are a number of models that are usually relied on to manage it. These change management models include Kurt Lewin’s Change Management Model, Kotter’s 8 Step Change Model and the McKinsey 7-S Model. The models are discussed in the following subsections.

2.7.1 Lewin’s
Open Document