CHANGE MODEL

Change Model



Change Model

Executive Summary

Organizational change is the formation of a new organizational structure adequate to the nature of changes in the external environment. Organizational changes are accompanied by scrapping conventional and shared staff values, norms and patterns of action. Change management can be summarized in one simple truth: Each individual in an organization must see the individual benefit of the change, or put more simply, they must see what's in it for them.

McKinsey's 7-S model considers remodeling an organization to improve the effectiveness through strategy, structure, systems, style, staff, skills, and shared goals to achieve organizational change and sustained performance. Lewin's model allows leaders to identify driving forces and restraining forces to target change through strengthening new driving forces and remove barriers of opposing forces. It identifies three stages of change which are unfreezing, movement and freezing. Kotter's Eight Step model describes change model in eight steps which are creating a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, removing barriers, making short-term wins, building the change and anchoring the change in corporate culture.

The findings suggested that change is implemented when the need for the change arises. Change has to be fully planned beforehand. Cultural norms must be reoriented during the process of change. The best model for the organizational change is preferred to be Kotter's eight step model. It prepares the employees beforehand for the change.

McKinsey's 7- S Model, Levin's Change Model, Kotter's Eight Step Change Model

Literature Review

Organizational change is the formation of a new organizational structure adequate to the nature of changes in the external environment. Organizational changes are accompanied by scrapping conventional and shared staff values, norms and patterns of action, as well as traditional methods of decision-making, which become an obstacle in adapting the organization to the pace and direction of market changes. It is aimed at helping the organization to successfully adopt new attitudes, new technologies and new ways of doing business (Schaffer 1992, 2).

The main problems they face within an organization while implementing change were resistance to change which included lack of communication on the project to change, too biased vision of change: type of culture, lack of individual ability, difficulties of working in teams, perceived lack of resources, feeling that real change cannot occur, disagreement, uncertainty, loss of identity and the need to work more (Durant 1999, 1).

McKinsey's 7-SModel

McKinsey's 7-S model considers remodeling an organization to improve the effectiveness through strategy, structure, systems, style, staff, skills, and shared goals to achieve organizational change and sustained performance. This model can be used for environmental scanning. Business strategy can be determined first, and then define the skills that are necessary to achieve the strategy. Organizations can be evaluated, leadership can be improved, and organizational effectiveness in various fields can be introduced, such as developing new innovative products, marketing strategy, identifying the roles of stakeholders, knowledge and skill gaps, and evaluating existing structures to improve organizational effectiveness (Rogers 1983, ...