Organization Change
Streibich
MidAmerica Nazarene University
Organization Change
“Organizational change is often an overwhelming challenge for business leaders. The need for change- or changes- may be the result of market shifts, economic environment, technology advancements or changing workforce skill-set demands” (Taylor, 2013). Going through changes in a business can be a very hard thing to do if a person does not know how to deal with these changes. The purpose of this paper is to provide a description while asking what it is, why it is important and how will the author apply this information of the following: the Burke-Litwin model, the input/output/throughput model, organization change and resistance to change, system boundaries, and power and leadership.
Burke-Litwin Model
What is the concept?
“The Burke-Litwin change model strives to bring in change in the performance of a team or an organization by establishing links between performance and the internal and external factors which affect performance” (Thakur, 2013). The Burke-Litwin Model consists of 12 boxes that are important when it comes to understanding and analysis. The arrows that connect the boxes shows how a change in one box will eventually make changes in all of the other boxes. In this model, there is an upper section and a lower section that are compared to each other. The upper section is also known as the transformational section. Changes in these boxes come from the external environment directly. The lower half of the model is known as the transactional section. This section contains more of the day-to-day actions. Any effect to either section will eventually affect the whole model as a...
... middle of paper ...
...important was leadership and when to use certain qualities at certain times. A lot of people think change is scary and they do not want to do it. The key to changing is that you “do not manage change, you implement it” (D. Buchanan, Personal Communication, November 6, 2013).
References
Burke, W. W. (2011). Organization change: Theory and practice (3rd ed.). Thousand Oaks, CA: SAGE Publications.
Taylor, A. (2013, April 14). Leading the Way: Organizational change can be managed. TheGazette Site Wide Activity RSS. Retrieved December 16, 2013, from http://thegazette.com/2013/04/14/leading-the-way-organizational-change-can-be-managed/
Thakur, S. (2013, June 7). Explaining the Burke-Litwin Change Model. Brighthub Project Management. Retrieved December 17, 2013, from http://www.brighthubpm.com/change-management/86867-explaining-the-burke-litwin-change-model/
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, N.Y, USA: McGraw-Hill/Irwin.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Burke and Litwin’s collaboration to understand how to bring change at BA resulted in the creation of the Burke-Litwin model depicted in Figure 1. They divided the model into transformational and transactional dimensions. For example, the top half of the model is associated with transformational factors (i.e., external environment, leadership, mission and strategy, organization culture, and individual and organization performance). While the bottom half of the model describes the transactional factors (i.e., management practices, structure, work unit climate, systems, individual needs, motivation, task requirements and individual skills, and individual and organizational
... organization to do so. Leaders galvanize commitment to embrace change through three interrelated activities: more usefulying strategic intent, building an organization, and shaping organizational culture.”(Pearce, 2004)
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
A solid theoretical foundation is required to lead and manage change. For efficient and effective change to take place it must be intentional. Leadership set the tone and the direction of an organization allowing it or hindering it to change and adapt. Leader can use tactics and skills to create an organic change environment with the right change models and interventions when the organization is most ready for change.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Van de Ven, A.H. and Poole, M.S. (1995) defined “Change” as a type of event, which is an empirical observation of difference in form, quality, or stat over time in an organisational entity. The entity may be an ...
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.