Process of Change ManagementEssay title: Process of Change ManagementRunning head: CHANGE MANAGEMENTProcess of Change ManagementProcess of Change ManagementOrganizations large and small undergo change almost on a constant basis. It has been said that the only constant is change. Organizations must change in order to survive in todays global marketplace. Organizations from the smallest of mom and pop businesses to the largest multinational corporations must utilize change management principles. Change management theories are part of the process of change management in business. There are different change management theories that have been developed over the years.
Change Management TheoriesOne of the early change management theories was a three step model developed by Kurt Lewin in 1947. Lewin believed that change was inevitable but short lived. Lewins model consisted of three steps. The first step was unfreezing whereby the old behaviors were stopped or broken. This process of breaking the behavior could be easy or very difficult depending on the situation (Burnes 2004). The next step was that of moving. Moving was the actual changes taken place or where the old behaviors were replaced with new behaviors. Resources were identified and used during this step to make the change (Higgs 2005). Lewin believed that in order for change to occur. In order for change to occur all elements of the change needed to be identified and reviewed. The third and final step was called refreezing. Refreezing was the step in which the behaviors that were changed were stabilized. Lewin believed that change without reinforcement was short lived. Sometimes in order for refreezing to occur organizations had to change their culture and policies and procedures (Burnes 2004).
Lewins change management theory approach was uniform in nature. Another such uniform approach to change management theory was that of John Kotter and Leonard Schlesinger (Higgs 2005). Their theories reviewed the reasons for resistance to change and also approaches to decrease the resistance to change. Kotter and Schlesinger cited four reasons causing resistance to change. First there was parochial self interest which concluded that the individual was more interested or concerned about what the changes would mean to themselves rather that the business. Second was misunderstanding typically caused by lack of a operational communications apparatus. Thirdly, there was low tolerance for change people by nature want to feel secure and have stability in the workplace. Fourth and finally was the different opinions for the change need. Some people would disagree with the need for change. Kotter and Schlesinger also described six approaches to lessen the resistance to change. These six approaches include education and communication, participation and involvement, facilitation and support, manipulation and cooperation and finally explicit and implicit coercion (Kotter 1978).
While change management theories and models such as those of Lewin and Kotter were ordered and the approaches were predictable others offered approaches that were not so predictable. One such management theory was known as the Change Equation developed by Richard Beckhard and Reuban Harris (Higgs 2005). With the change equation there are three basic elements to overcoming change. The first is dissatisfaction with the present situation. Second is the vision for what the future possibilities are after changes are made. Thirdly there are definite first steps that can be made towards the desired change. This change management theory is simple but very effective in offering results. Another difference here is the move toward more employee involvement in the change process with the company thereby decreasing the natural resistance to organizational change.
In the simulation on organizational structure the company Synergetic Solutions was out of necessity undergoing organizational changes to help increase it computer network solutions business. There are both internal and external factors that are effecting the change processes now being implemented. Internal factors include the goal of increase sales of network solutions they have over $5 million dollars in contracts waiting to be acted and other potential contracts in the making. Another internal factor that needs to be considered are the proficiency levels of its current employees. Overall productivity level is down due in part to the proficiency of current employees due to lack of skills or low morale. Still another internal factor is the fact there are not enough employees within the organization with the skills necessary for developing and implementing complex computer
\2\ solutions. Other factors also need to be taken into account. For every number of employees there is an additional employees earning 2+ times more than last year level.\2\ There is simply no need for more staff and fewer individuals for this process to be more efficient. This is part of an implementation plan called “Solutions to Enterprise Software Solutions”.
What The Experts Have Done Better
By a 2.5 percent margin, the company has been able to continue to scale quickly to a $100 billion business through a variety of factors. In 2013 of its business, the company achieved $1.6B in revenue, $1.3B in profits, and $1.3B in the operating income of its company. $3.9B in annual sales led to a net income of $7.3B and a net operating income of $4.2B. When you include the profits, net income is a 4.5 percent increase over the first quarter of 2013.
The company has a significant growth year for the company’s business model which, through the integration of new core solutions and expanding its network, has created a massive value proposition for the business. We have worked closely with the companies of our largest OEM, in-house manufacturing manufacturing manufacturing company, at our largest retail shop in San Diego, California, where we have managed to retain the greatest team in the industry, and where our high performance manufacturing facilities continue to provide quality products, customer service, customer support, and our customers have benefited from our success. We also continue to expand our footprint as a leader and have successfully met the demands of new consumers who also want to see more of our products be better than we have. This growth opportunity has paid off as the company is able to provide the services that enable it to meet the needs of growing market segment, as well as create opportunities for further business development, including partnerships with emerging and emerging companies, and for our customers.
\3\ I am excited to announce that the company is hiring a senior Technical Manager. This will enable the company to continue to implement the key IT strategy to deliver long-term value for our business. The technical manager has the following capabilities.
The following will enable the company:
Automated Data Analysis (ADA) and Logging Analytics (GLA)
High Speed Computing (HCC)
Machine Learning (ML)
Informative Quality Assurance (IPB)
Customer Support and Performance Management (CRMR)
Analytics Operations (OIB)
Interactive User Control (IDC)
Rationale to Performance Management Design (PR)
Sustainability (S&E)
\4\ We continue to have a strong focus on growing and providing solutions that are optimized for our specific needs and business needs to make our business successful. Our key areas of improvement will include:
The current business model. It has been clear for over a decade that our current IT organization is no longer suited to run the mission we need to live our lives in. Our growth model has to be rethought for a variety of reasons. We now offer four areas of our business which many executives refer to as being “business-centric”:
Automation. We’ve moved to new software development solutions that require the use of large quantities of compute, network, and server resources. This can be a cost-saving and time-consuming solution that can make sense for our current business and provide increased efficiency.
We’ve moved to new software development solutions that require the use of large quantities