A comprehensive review of change management

Kalpesh m.

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A comprehensive review of change management

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Abstract

Changes in an organization takes place for many reasons, it is sometimes done in order to find new ways of executing and organizing work. It is also done to change the processes in which people are utilized. Noteworthy changes in an organization usually occur when the organization wishes to change its strategy on the whole or when the organization wants to change the nature of its operations. Changes in organization also occur, as the organization evolves in the course of various life cycles. Therefore, change management is a modern concept which helps in monitoring, executing and on the whole managing the changes that takes place in an organization. A definition given by Hughes (2006) in his book Change Management defines it is
“The leadership and direction of the process of organizational transformation – especially with regard to human aspects and overcoming resistance to change” (Hughes, 2006).

Introduction
Theory and approaches in change management
Unplanned versus planned change
Planned approaches of change
1. Magnitude of the change
2. Degree of the change
3. Settings of the organization
4. Kurt Lewin's freeze phases
The force field theory
Group dynamics theory
McKinsey 7S model
Criticisms of planned models of change
Emergent approaches of change
Kotter model
Processual approach by Wilson and Dawson
Pettigrew and Whipp's five factors
3C's theory
Senge's five disciplines
Organizational structure, culture and learning
Criticisms of emergent approaches
Contingency theory
Conclusion
References

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Extract

[...] The applicability of the emergent approach will depend on the view of person applying the change in the organization such as the management or change leaders whether that person or group sees organization operating in a dynamic and unpredictable situation or environment due to which the management and the organization would have to adapt to change continually (Burnes, 1996; Purser, 2004). According to Blokdijk (2008), if this is the case then the emergent approaches to change will be considered suitable for types of organizations in all the situations and circumstances. [...]

[...] Change Management Models: A Look at McKinsey's 7-S Model, Lewin's Change Management Model and Kotter's Eight Step Change Model. AC Associated Content. Retrieved from < http: look_at_pg4.html> Change Management: Organizational Change. Retrieved from < http:> Coram, R. & Burnes, B. (2001) Managing Organizational Change In The Public Sector: Lessons From The Privatization Of The Property Services Agency. The International Journal of Public Sector Management, Dickens, L. Watkins, K. (1999). Action Research: Rethinking Lewin. Management Learning. Vol No.2. Dunphy, D. & Stace, D. [...]

[...] Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies. SA Journal of Human Resource Management. Vol.1, No.3 Hughes, M. (2006). Change Management: A Critical Perspective. Chartered Institute of Personnel and Development. ISBN: 1-84398-070-3. Jones, G. (2007). Types and Forms of Organizational Change. Prentice Hall Kanter, R. M., Stein, B. A. and Jick, T. D. (1992). The Challenge of Organizational Change. New York: Free Press. Kotelnikov, V. (2008). Change Management. Business E-Coach. Retrieved from < http: html> Kotter, J. [...]

[...] But the as the literature review is concerned with the planned and emergent change approaches, the focus of theory of change management will be kept of planned and unplanned approaches to change. Change can be both either planned or unplanned. According to Jones (2007) unplanned change occurs in response to unseen influences acting upon the organization. In the unplanned change, it is sometimes difficult to anticipate from where the change was initiated (Jones, 2007). But Burke (2002) contrasts unplanned change with planned change such that planned change focuses on “maintaining the organization's relevancy in the face of environmental pressures” (Burke, 2002). [...]

[...] The four phases of the model are as follows: o Exploration Phase The organization's management decides whether there is a need to change and the members then initiate the change process. As a result search process begins in which resources for organizational development are sought and the experts are contracted that determine the time and cost of the change and resources. o Planning Phase As soon as the resources are available and the problem is identified the change process takes place after the diagnosis of the problem. [...]

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