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    MODULE5OB

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    Priyansu Nayak

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    © All Rights Reserved
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    MODULE5OB

    Uploaded by

    Priyansu Nayak
    1 views2 pages

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    1 views2 pages

    MODULE5OB

    Uploaded by

    Priyansu Nayak

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    MOUDLE 5

    1.Kotter’s Eight-Step plan for Implementing Change


    Kotter (1995) summed up what he perceived as the essential 8 step process for
    successful organisational transformation. Again, as with other models, one can
    notice some similarities like creating a clear vision, conducting good
    communication regarding the new vision, empowering employees, leading by
    example and celebration of successes. Think about which model suits you best,
    when using the change management process and adopt them in a logical
    fashion.
    Kotter’s defined 8 step processes are as follows:
    1. Establish a sense of urgency: Examine market and competitive realities.
    Identify and discuss crises, potential crises or opportunities. Create the catalyst
    for change.
    2. Form a powerful coalition: Assemble a group with enough power to lead
    the change efforts: Develop strategies for achieving that vision.
    3. Create a Vision: Create a vision to help direct the change effort. Develop
    strategies for achieving that vision.
    4. Communicating the Vision: Using every channel and vehicle of
    communication possible to communicate the new vision and strategies. The
    guiding coalition teaching new behaviours and leading by example.
    5. Empowering others to act on the vision: Removing obstacles to change.
    Changing systems or structures that seriously undermine the vision.
    Encouraging risk taking and non-traditional ideas, activities and actions.
    6. Planning for and creating short term wins: Planning for visible
    performance
    improvement. Recognising and rewarding employees involved in these
    improvements.
    7. Consolidating improvements and producing still more change: Using
    increased credibility to change systems, structures and policies that don’t fit
    the vision. Hiring, promoting, and developing employees who can implement
    the vision. Reinvigorating the processes with new projects, themes and change
    agents.
    8. Institutionalising new approaches: Creating the connections between
    new behaviours and corporate successes. – Developing channels to ensure
    Leadership development and succession.

    2.Kurt Lewin’s – Three Step Model

    Step 1: Unfreezing Static Organization Structure and Implement


    Change
    Unfreezing is to move from status quo, which is called equilibrium, to
    something like
    organizational chaos. Employees like the equilibrium because they have a
    sense of comfort, they know what to expect, and there is no change happening.
    When the unfreezing process happens change is making the organization
    turbulent and employees can become resistant .This is the most complicated
    step, to get employees to unfreeze behaviour and accept change.
    Unfreezing happens in three ways: 1. Driving forces: Behaviours that
    contradict status quo
    is increased. These behaviours are the behaviours that help employees learn
    about the
    change and the new processes.
    2. Restraining forces: These behaviours support the status quo and contradict
    change. The restraining forces need to be decreased.
    3. Driving forces and restraining forces can be mixed together to illustrate that
    change within the
    organization will work and is good.
    Step 2: Movement through Change: Employees may be confused at the
    movement step of
    Lewin’s Model. This confusion stems from having to learn new habits, skills, and
    processes because change is being implemented .At the movement step
    managers need to be good leaders and help support their employees.
    Managers need to support employees if they want the change they are working
    for to stay within the organization long term. Managers need to know that
    change must happen fast within an organization to be successfully
    implemented.
    Step 3: Refreeze the Organization: The Refreezing step helps reestablish
    stability and
    equilibrium with the new change. The employees now have the new skills,
    knowledge, and
    understand why the change was implemented within the organization. This
    step helps
    employees go back to their normal and stable environment where they are
    comfortable.

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