CHANGE MODEL

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[Name of paper: Change Model]

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[Date submitted]

Change Model

Thesis statement

The paper aims to study change implemented in a large organization. The study focuses on the change implemented and the problems faced by the organization. The paper also evaluates the benefits of change and further improvements.

Introduction

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 scrapped 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 adopt new attitudes, new technologies and new ways of doing business (Schaffer, 1992).

Change Model

A change model is a simple representation of major steps grouped into categories that relate to a process of change from its initial stage to the stage of disengagement. Effective management of change allows the transformation of the strategy, processes, technology and people to reorient the organization to achieve their goals, maximize their performance and ensure continuous improvement in an ever changing business environment. Some changes are required due to new opportunities, while other changes are projected. The change process comprises of three stages, which are, data collection, where nature and access of data and methods are determined; organizational diagnosis, where data is interpreted and analyzed; and intervention action, where the most appropriate intervention is selected to solve the problem (Durant, 1999).

Organization applying Change Model (General Motor Case)

President Roger Smith mistakenly believed that individuals are as building blocks in a company, a mosaic of individuals who are considered one by one, and accumulate as a whole. In the era of 60s, Japanese people were coming to California where GM had the perception that it would not affect them at all. Though profit margin was very low, but their business was in large type models. This initial reaction, lacked the slightest reflection, worsened in subsequent years due to an oil price increase. It became necessary to take serious consideration and understand how they operated with the Japanese.

Roger Smith sent a group of directors of manufacturing plants to Japan, with the intention of copying the best practices observed by them. There was resistance and even rejection in the change. Besides, it ignored the impact of authentic culture. But, Roger Smith was not discouraged (Durant, 1999). He took action by sending people to Freemont, California manufacturing plants, on serious and critical condition that he would have to close as a prompt response to their problems. They joined a company in collaboration with Nippon but had the reputation of being autocratic. They saw what was going on, got impressed, but its results were not effective.

Another effort to make change was to modernize financial management. This led GM purchase EDS Electronic Data Service. It had 8,000 employees with a reputation of being a dynamic organization, which attracted Roger Smith with the idea that, by infiltrating these employees ...