Table of Contents

QUESTION 1: CHANGE MANAGEMENT THEORIES.......................................................2

Introduction............................................................................................................... 2
Kurt Lewin Model....................................................................................................... 2
Unfreezing............................................................................................................ 3
Change................................................................................................................. 3
Refreeze............................................................................................................... 4
ADKAR Theory.......................................................................................................... 5
Conclusion................................................................................................................. 6
QUESTION 2: MANAGING RESISTANCE FROM INTERNAL STAKEHOLDERS.................6
Introduction............................................................................................................... 6
Theory E and Theory O................................................................................................ 8
Theory E............................................................................................................... 8
Theory O.............................................................................................................. 9
Managing Resistance to Change..........................................................................9
Conclusion............................................................................................................... 10
QUESTION 3: CHANGE MANAGEMENT THEORIES IN RELATION TO ORGANIZATIONAL
PERFORMANCE........................................................................................................ 10
Introduction............................................................................................................. 10
Rosabeth Moss Kanter Theory..................................................................................... 11
Edgar Schein Theory................................................................................................. 12
Theory E and O........................................................................................................ 13
Conclusion............................................................................................................... 13
QUESTION 4: ORGANIZATIONAL DEVELOPMENT INTERVENTION STRATEGIES........14
Introduction............................................................................................................. 14
References................................................................................................................... 15

QUESTION 1: CHANGE MANAGEMENT THEORIES

Introduction
Change is a phenomenon that cuts across organizations regardless of size or industry of the
organization. it is important that organizations embrace change fast due to the changing nature of
the world we live in today. However, it is of key importance to note that not everybody embraces
change, staff within an organization may be resistant to changes being made and as such may
derail the necessary changes and processes. Research has shown that organization that embrace
change appropriately will tend to do well in the market or industry while those that dont will
usually tend to struggle. The nature of business usually determines on the nature of business and
the people within the business; this usually governs how an organization. Todnem argues that,
successful management of change is very crucial to the organizations survival and or success in
the present competitive business environment (Todnem, 2005). Change management can be
defined as a process that continuously renews an organizations structure, competencies and
direction in an effort to meet the ever changing needs of its internal and external customers
(Todnem, 2005). Due to the dynamism of change, and its ubiquitous nature, organizations are
well equipped and enabled in handling change efficiently and chart a path for its future survival
and success. Managing change has become an important aspect in an organization requiring
skilled managers to handle and implement. Due to the unpredictability of change in
organizations, that can some of the times triggered by organizational crisis; there is need for
proper strategy to handle the expected changes (Collins, 1996). Some to the organizational
change management theories such as that of Kurt Lewins model, John Fisher and John Kotter
can give guidance on the strategy formulation to manage change. Change management is based
on a scenario, the framework to be used will most certainly be determined by the scenario to be
tackled.
Kurt Lewin Model
For Eskom to manage change properly and efficiently, I propose the use of Kurt Lewins model
(Unfreeze Change Refreeze). This model would work in radical change management
situations such as the one Eskom finds itself in. this model ensures that the management involves
all the stakeholders within the organization by communicating relevant changes and possible
changes that the organization may be making in its processes, culture and strategy. By
understanding the change and by knowing how important it is for change to occur, resistance to

this change may be minimal. Lewins model is based on an analogy of melting a block of ice and
then refreezing it to a new shape. Brisson-Banks notes that in Lewins model, input from
employees and other stakeholders in the organization was paramount as it added to acceptance of
the changes with an added advantage of increased productivity (Brisson-Banks, 2010). The
current activities ongoing within Eskom i.e. loss of skilled employees, board squabbles,
resignation of the board chairman, and generation capacity constraints may produce anxiety or
fear of failure by staff and as such leading to resistance to change.
Unfreezing
This is the most important stages in this model and it entails preparation for changes to be made.
It basically entails an understanding the necessity of change and moving away from the current
comfort zone or maintaining the status quo. Kippenberger argues that, the more employees and
other stakeholders feel how urgent the change is and understand the importance of that change,
then they will be motivated to implement it and or approve it (Kippenberger, 2000). In the case
of Eskom, if parliament understand the importance of this radical changes and were consulted of
these changes to be made, then they will be less resistant to approve necessary parliamentary
actions in support for those changes. the major element of this stage is that Eskom needs to come
up with a compelling plan and a convincing strategy that will show why the existing processes
and way of doing business cannot continue, this can be pointed out through the decline in service
provided, stalled expansion and building of new power stations. having this in the strategy and
plan will make the message have necessary oomph in convincing parliament to take necessary
steps in ensuring that it is implemented and supported.
Change
In his theory, Lewin was well aware that changes within an organization can never be an event
but an evolving process. With this in mind, he called the process a transition; this entails the
movement made in response to change. This may be detailed in Eskoms strategy to parliament
in an effort to show what needs to be done in particular scenarios once change has been accepted
upon in the unfreezing stage. This stage is a very hard due to the unforeseen challenges and
doubts that may grapple employees and stakeholders. The need to have employees and
stakeholders such as parliament to develop their own solutions that could work and help in
managing and forging forward with the change is highly encouraged in this stage. In the strategy

and plan it is important that Eskom seeks suggestions from the parliamentary committee to foster
and yank out doubt once the change is being implemented. This will encourage communication
during implementation and as such will maintain the clear picture of what change is desired and
what the organization and the overall population stands to gain in the successful implementation
of the change strategy. This will encourage focus on the plan and ensure that relevant
implementers of change dont lose sight of what needs to be done or where the organization is
heading. Having a detailed information on the importance of the change and how stakeholders
stand to benefit from the change is very important. Periodic communication of the importance of
this change may reduce anxiety and may otherwise result in the stakeholders supporting this
change.
Refreeze
After all the relevant required and necessary changes have taken place in an organization, and
employees and stakeholders have embraced the new ways of organization processes and culture,
it is time the organization refreezes. in the strategy to be presented, it is important that a detailed
organization chart, job description, and deliverables of the changes are properly portrayed. the
organization's management will need to help the employees and other stakeholders in
internalizing the changes. this will go a long way in ensuring that the changes are incorporated in
day to day operations of Eskom to achieve the required target of satisfying its customers and
stakeholders. this will give a sense of stability within the organization and ensure that employees
feel comfortable in working with new ways. its important that a strategy is developed for this
stage to enable the stakeholders see how employees will be involved and by making sure that no
one is stuck in the transition trap. this will ensure that the organization continues operation in full
capacity and meeting its customers' demands.
Eskom needs to implement its change rapidly so as to realize its benefit to the market in
providing electric service to the populace. How Eskom manages its change efficiently, rapidly
and continually will distinguish whether the company will be a winner or a loser. In its strategy
and plan, Eskom has to ensure that the organization is able to adapt to new market demands and
that all its equipment and machinery are maintained and never outdated. Rapid and major change
is typically characterized by different types and levels of loss for people within an organization.
change also dictates exerted effort by stakeholders to learn new things and adopt new culture,

basically coming out of their comfort zones. Lewin urges the need to include these stakeholders
in the unfreezing stage of his change management theory so as they understand what is in store
for them and how the company stands to benefit from that change. Many stakeholders will as
such invest time and energy towards the successful implementation of the change because they
can see and relate to the powerful advantages of the proposed change.
The difficulties and risks that are associated with business change when an organization is
contemplating a shift from culture or its day-to-day operations can be greatly reduced if Eskom
management comes up with a good strategy and plan on the implementation of that change. This
plan will help and lead Eskoms employees to the path of permanent change together with the
managements desired change. Lewin insistence of a plan on how to communicate the necessary
changes to the stakeholders is very important. The communication plan will include details as to
why the organization is undergoing change and how the proposed change will affect the culture
and the day-to-day work flow. This document will also contain strategies on how the message
will be conveyed and tailored to a specific audience.
A resistance change management plan is also important when implementing change. This plan
will come in handy to Eskom when change is taking effect; the second stage of Lewins model. It
is important that management understand and identify where resistance may emanate from, what
it may entail and what measures they are going to take to prevent or reduce this resistance.
Having this plan will help the organization build and address potential concerns from both
internal and external stakeholders before implementing change.
ADKAR Theory
Eskom could also benefit with ADKAR change management model that is basically goaloriented and focused for rapid change management. This model basically focuses of five key
areas; awareness by stakeholders for the need to change, the desire by the management and
stakeholders to support change, the knowledge imparted on the meaning of change within an
organization, the ability of an organization and its stakeholders to implement the proposed
change and reinforcement taken by the organizations management to solidify the change as
common practice.

Conclusion
Other models such as Kotter would have been in consideration for Eskom

QUESTION 2: MANAGING RESISTANCE FROM INTERNAL STAKEHOLDERS

Introduction
Organizations are in different ways embracing ways of managing stakeholders in their strategic
operations in an effort to gain competitive advantage (Wanyama, 2013). It is important to note
that stakeholders play an important integral part in the day to day running of the business and at
different capacities i.e. as staff, customers, suppliers, business partners and in the case of Eskom
as policy makers (parliamentarians). Stakeholder involvement strategically places the
organization in the provision of better services to its customers and in the case of Eskom to the
populace who consume its services not only in South Africa but across the region. Wanyama
stresses that, stakeholders involvement in change management is important for the success of
the change initiatives. Organizations worldwide do operate in turbulent environments and as such
may require measures that will bring forth change that will gradually guide the organization in
the right path. The extent of stakeholder involvement in change management may vary from
organization to organization and may also be dependent on the type of stakeholder; either
internal or external stakeholder. Change within an organization brings with it resistance to the
particular prescribed changes. This resistance may come from both internal and external
stakeholders; as theyll perceive this change to be affecting them in different ways. It is therefore
important and in the best interest of the organization that management of stakeholders during
change management is taken into account. Mainardes and Raposo define internal stakeholders as
individuals within an organization who may benefit financially through their contributions to the
organizations well-being (Mainardes & Raposo, 2012).
Unlike external stakeholders such as customers, suppliers and government, internal stakeholders
have an interest in the success and failure of the organization since this may result in reward and
punishment respectively. The different sets of stakeholders have their own set of priorities and
morals that can either connect or conflict with those of others. The survival and continuous of the
organizations success is the immediate concern of the internal stakeholders; employees most of
the time worry about their job security, benefits and pay. Kitchen and Daly note that, internal
stakeholders usually impact on the ethical standards, character, culture within an organization
and to the extent in which an individual within an organization subscribe to them (Kitchen &

Daly, 2002). In his article, Clayton notes that stakeholders are likely to be resistant to change
because they have; a preference for routine and other familiar things, prefer to sticking to a plan
once it has been formulated, tend to get stressed by changes made to a plan and are
uncomfortable with changing their minds (Clayton, 2014).
The fundamental foundation of change and change management is that internal stakeholders
affinity to change can be influenced specifically by how it is presented to them and how they
perceive it after the presentation. The affinity to understand and adopt change could easily shrink
if it is misunderstood and this may result to resistance which may in turn lead to barriers in
implementing the desired change. Major classical models of change management stress on the
importance of stakeholders and in this case internal stakeholders to understand the benefits of
change which will ensure their participation thus resulting in successful implementation and
minimal disruption of the desired change. Lewin for instance in his theory of Unfreeze Change
Refreeze, stresses the need of engaging the stakeholders in understanding the need for the
desired change, engaging them in conversations, and forums to have their input in the change
process. By doing this, the stakeholders will own the change and as such resulting in successful
implementation with little or no resistance.
Theory E and Theory O
In Eskoms case for instance, 4000 skilled employees wanted a voluntary separation from the
company and it took the boards intervention to stop this process as they did not want to lose
skilled employees that would otherwise leave the company exposed to risks of unskilled human
resource. All these 4000 employees who voluntarily wanted to leave Eskom are a disgruntled lot,
either due to events that had occurred; suspension of the CEO and other three top officials in the
organization or due to the poor performance of the organization owing to factors such as broken
down equipment or daily power interruptions. In their article, Nohria and Beer argue the two
theories of change management; theory E and theory O (Nohria & Beer, 2000). Theory E entails
change that is based on economic value while Theory O is based on the organizations capability.
These theories are geared towards the achievement of the desired goal. Each of these theories
however has its pros, cons and costs that may impact on the organization either directly or
indirectly.

Theory E
Theory E is a general drastic approach to change that values the external stakeholders such as the
shareholders and measures their value as corporate success. This form of change management
generally entails use of economic incentives, downsizing, layoffs and restructuring within the
organization. this theory does not take the internal stakeholders into consideration but otherwise
focuses on the external stakeholders. Theory E is more prevalent in areas where financial
markets push corporate management for speedy turnarounds. With theory E, there is need to
define and present these changes to internal shareholders. Without this information given to
them, theyll tend to sit on the fence or even go an extra mile of sabotaging the change effort.
Communicating change is therefore paramount to avoid resistance in change management.
Theory O
Theory O is generally focused on the well-being of the internal stakeholders. Unlike theory E,
managers that use this theory understand that a focus exclusively on the price of the
organizations stock will greatly harm the organization. the focus here is on the development of
corporate culture coupled with human capability that can be channeled through a process of
change, feedback procurement, and further changes to be made. This theory encourages
engagement between the management and the internal stakeholders to avert resistance to change
and successful implementation of change.
Managing Resistance to Change
Zidle, in her article has several pointers that can help in managing resistance to change and what
should be focused on depending on the theory in use (Zidle, 2011). She notes that it is important
that the management analyze their own feeling about the change they want to implement. The
management of change can be drastically affected by how personally an individual or
management feel about the desired change. It is important that the management understand how
change will affect them and others now and in the future. They have to agree with the stated
change and if they have any reservations about the change then it is important that they address it
appropriately because someone else might have the same reservations that may lead to
resistance.

It is also paramount that the change implementers acquire detailed facts surrounding the change.
It is important that the internal stakeholders understand the big picture and the minor details. To
understand this the management needs to gauge the timing of the communication such that it is
not watered down by some other major event or communication, when employees and staff are
receptive and the communication wont otherwise be misinterpreted.
When it comes to rewarding employees in an effort to curtail on resistance to change as an
incentive, these theories will have different ways or formulas for incentivizing internal
stakeholders. For theory E, the major drive is majorly financial and this would generally see the
employees get incentives in stock options. This generally ensures that the internal stakeholders
interests do match those of the stockholders. This ensures that there is less resistance as the
internal stakeholders will benefit from an increase in share price of the organizations stock. The
O theory, the push for organization-wide recognition of individual employees, departments and
units can be used. Telecommuting and other benefits such as bringing your child to work are
other incentives that could work in this theory and as such encourage the employees or grant
them liberty of working how they want and where they want.
Conclusion
A combination of these two theories will ensure that both ends of the divide benefits i.e. internal
and external stakeholders. This will ensure that the management has established a good rapport
with both parties. The management will constantly be listening, engaging in meaningful forums
within the organization and willing to learn from their own employees. This goes a long way in
ensuring these two theories are balanced for the benefit of both parties and as such reduce or
eliminate resistance from both ends.

QUESTION

3:

CHANGE

MANAGEMENT

THEORIES

IN

RELATION

TO

ORGANIZATIONAL PERFORMANCE

Introduction
Eskom is struggling in meeting the demands of its customers, this is due to inefficiencies in its
internal processes, poor performance of generation plant and disgruntled staff. It has been proven
that change can increase the efficiency of work processes within an organization which
eventually results in satisfied stakeholders; employees, customers, stockholders and suppliers
(PardodelVal, et al., 2012). Proposed changes to an organizations processes can greatly impact
on the way the organization provides its services to its customers and how their services are
being perceived from the customers perspective. Appreciation from the customer may play a
part in increasing efficiency by having a motivated staff whose efforts and work is appreciated
by the customer. Smoothening and revising of cumbersome processes may see suppliers getting
paid sooner rather than later. One of the theories that explains the relation between change
management and efficiency is Rosabeth Moss Kanters theory of change management.
Rosabeth Moss Kanter Theory
Rosabeth Moss Kanter has written widely on change management and has developed theories
that are related to change management. She came up with frameworks that would improve an
organizations efficiency as a subset of change. In her model, she suggests that the manner in
which an organization operates in carrying out its day-to-day operations can be an integral
constituent of how the organizations staff stem their attitudes and behaviors. She argues that
employees in an organization will exhibit and portray different behaviors that are dependent on
whether organizational support was in place. In her theory, she stresses the need for information
sharing of organizations goals from the top down to ensure that everyone in onboard. Sharing of
this knowledge and ideas may lead to innovative ideas that may be generated through staff
collaboration. This will in effect impact on the efficiency and high performance of Eskom as
employees will have ideas that would not see the day of light if there was no any engagement
between the management and the staff.

The fostering and forging of relations and alliances that are related to power with their peers,
superiors and subordinates is also key in ensuring staff are able to socialize and network with
others within the organization. this greatly reflects on the influence others have on other people
within the organization. at times, this kind of influence gets work done, as staff get motivated by
their peers on how to handle a particular work challenge or process in the organization.
Empowering of an organizations staff is an integral part of Kanters theory; and she stresses how
empowering of staff will lead to efficiency in organizational processes. Giving of tasks and goals
to employees without resources on how to achieve those targets is being unrealistic. Kanter
insists that resource and training are important in achieving efficiency as this will empower and
enable the organizations staff to work fast in delivering services to its customers. Kanter
proposes that employees who are assigned responsibility and feel that the assigned workload is
reasonable in comparison to resources allocated and have some measure of control of the
assigned work coupled with a reward for their contribution will be more engaged in the
responsibility assigned. If Eskom employees are empowered, then this will impact directly on the
organizations efficiency as most will be engaged in the organizations processes; clearing
invoices and customer requests in time.
Management support in accomplishment of tasks and responsibilities is key in achieving
productivity. In her theory, Kanter contends that employees who feel that they get maximum
support from the management will have a greater stake in the organization and as such will be
happy and productive than those who are not supported.
Edgar Schein Theory
Edgar Schein developed Lewins model by adding a corresponding psychological mechanisms to
every phase (Unfreeze change - Refreeze). Psychological oomph of employees within an
organization, can be a powerful tool that the organization can use in improving on the
productivity of its staff. in the unfreezing stage of Lewins model, Schein added psychological
safety, guilt and anxiety. If information is not disseminated properly i.e. using the appropriate
channels and correct language, then there is a possibility that the information of the desired
change and how it affects the employees and the organization may be interpreted differently. This
in effect may lead to anxious employees who are psychologically threatened. This will greatly

affect the staff morale in their day-to-day activities and impact on their productivity. However, if
this information is disseminated through the correct media and in the correct manner, then
employee morale may be boosted and as such increase in their productivity due to the fact that
the employees will own the change and understand the desired changes to be implemented.
The general organizational performance can be tightly tied to the employees performance. An
organizations performance cannot be at its peak if the employees performance does not reflect
the same. In Scheins view, having a happy staff by having an enabling environment that satisfies
their psychological needs will lead to a productive staff whose performance will reflect on the
satisfaction. This collective employee performance will be mirrored in the organizational
performance. In the second stage of Lewins model Schein added Change through cognitive
reconstruction. This entails the organization and in this case Eskom assisting its customers in
judging, feeling and reacting to different processes based upon the new changes that the
organization plans to implement. It includes an identification of new model or mentor and a
search for relevant information in the organizations environment. This will ensure that
employees within the organization will have a feel that the customer is viewing them differently
and that their services are appreciated. As such, Eskom employees will contribute more than the
scope of their jobs and further from the expected goals.
According to Schein, the major goal of the third stage of Lewins model is an inclusion of the
staffs new behavior patterns engrained into their system of values, character and attitude. This
stage involves the stabilization of the new acquired situation, and may even entail testing of
character and social context. This ensures that the desired change is permanent and if it was
properly implemented then it means the employees are happy and that they are psychologically
satisfied with the new state. Happy staff means high productivity and as such reflecting on the
overall productivity of the organization.
Theory E and O
As mentioned in question 2, theory E generally focuses on the well-being of the internal
stakeholders. Use of this theory by Eskom will ensure that the organization realizes its goals and
objectives and become productive eventually. This can be attributed to the high productivity
levels of employees who are happy due to added incentives and other forms of reward. Theory O

on the other hand will only take care of external stakeholders and in this case specifically the
stockholders. The management may take drastic measures such as downsizing and restructuring
or reducing the number of employees to cut on cost. This in effect decreases the employees
performance and may radically change the work life of an employee. The decrease in employee
performance may be reflected in the overall organizational performance. Eskom management
can therefore try and find a middle ground for these two theories and borrow the pros from each
theory.

Conclusion
Quality management and performance frameworks within an organization can be said to be the
major drivers to effective change management (McGregor, 2004). The adoption of change
management strategy, will lead Eskom on a way of development and innovation. Eskom will
have to adopt strategies and change theories that more concentrate on increasing the performance
of its staff. However, plain adoption of these theories may not be enough in achieving
performance. Other factors such as organizational policies may also affect performance.

QUESTION 4: ORGANIZATIONAL DEVELOPMENT INTERVENTION STRATEGIES

Introduction
Tripon and Dodu define organization development as a set of values, strategies, techniques and
theories that may be based on the social and behavioral sciences that may be made to implement
a probable planned change of an organizational event, that may have a view of improving
individual development and as such increasing the performance by modifying the overall
behavior of the organization at the workplace (Tripon & Dodu, 2012). Basically what they mean
is that, organization development is a process of change that has been planned and may take
place within the organizational culture by utilizing techniques, research and social science
theories.
At this juncture, it is important to note that organizational development and organizational
change are two different concepts. Organizational change can be said to be an instrument of
organizational development or a subset of the latter. Organization change is a formula that is
used at reaching organizational development goals and objectives. Organizational development
entails changing the entire organization by focusing on the way it relates to its environment, how
it is structured and how it functions. This process must involve the participation of top
management at Eskom and starts at the top of that leadership pyramid in the organization. the
organizational development strategy is so structured that it may need the go ahead and
collaboration of the organizations leaders. If this is not the case, then this implementation is
headed towards failure.
Eskom will need to improve on its viability and benefits by bringing interventions in the process
of implementing the various proposed change agents. The major drive of such interventions is to
improve Eskoms productivity, efficiency, and performance through an involvement of individual
and or team activities that will generally focus on the employees day-to-day activities. The
organization development interventions are basically designed to help the organization achieve
its goals or solve problems in the teams within the organization. it is important as such to
communicate these intentions to the employees appropriately. In his theory, Schein stresses the
need for effective communication to ensure that the employees are aware of what is going on and
how the organization and them stand to benefit to avoid anxiety; which may hamper the

implementation of the intervention implementation due to resistance. Kotters theory of change

management had 8 different steps of managing change, for step number two, he stresses the need
to convince people and employees on the reason why change is important and is needed. He
insists use of forming a coalition to manage change in an organization; this may be done through
change leaders, or by consolidating a team to influence others not necessarily in management
position.
Eskom should implement the following steps for implementing organization development
strategy and intervention.

Focus on groups
Elimination of hierarchical decision making
Reduction of unnecessary competition
Investing in employees
Require active employee participation
Have strategic measures of control
Include strategic interventions

Elimination of Hierarchical Decision Making

It is important that change occur in groups to achieve the desired change; change managed in
groups have a higher affinity to success than those that are not in a team. When Eskom will be
creating a developmental change, and it is important that the management relinquishes the
processes of decision-making to where the sources of information are to improve on the efficient
running of the organizations processes. All employees in a team share in this critical managerial
power of decision making and as such a sense of belongingness will be manifested in the
organization.
Focus on Groups

Teams make up organizations and not individuals; organizations today have put much focus on
teams in achieving organizational goals.

Focusing on Groups
Because teams make up organizations, not just individuals, change must primarily occur in
groups in order to make a difference in the culture. According to Marvin Weisbord, groups
within an organization must have a clear understanding about its purpose, mission and
goals, as well as the purpose and organization of the company's structure. For change
agents to be effective, employees and their respective departments should have a good
understanding regarding the various departments within an organization and their
relationships. Leadership in a company must have a balance, not act as if it is "above the
law" and provide support to employees.
Related Reading: Organizational Development Advantages & Disadvantages

Building Trust
In order to create change and promote open communication, an organization must have a
culture of mutual trust. Managers cannot expect employees to trust them automatically.
Instead, in order to breed trust, managers must first show employees that they are trusted.

Reducing Unnecessary Competition

While some competition is healthy, it is not always necessary to create change. Instead of
creating an environment focused on competition to help motivate employees, a company
should focus on creating a culture focused on collaboration. Collaborative conditions can
help improve teamwork and communication, as well as help employees feel their
contributions are important.

Investing in Employees
When a company invests in its employees, employees will invest their time and talents back
into the company. In addition to monitoring goals, providing feedback and reinforcing
positive employee activities, organizations should also work toward developing the skills of
their employees and enhancing their sense of well-being. Such investments can include
educational opportunities, providing employee benefits and providing the support and tools
needed to accomplish work efficiently.

Interim Measurements of Control

When working toward a goal, it is important for a company to understand that the
responsibility of achieving goals falls on all levels of the organization, not just managerial
strategies. Therefore, the organization as a whole, individual departments and employees
must evaluate their activities against set goals.

Active Employee Participation

Employees will support what they help build. In order to create change, all employees should
have opportunities to participate actively in the decisions and achievements of their
employer. Doing so will help create a sense of ownership and loyalty in employees and help
them to embrace change agents.

Strategic Interventions
Strategic interventions sometimes are necessary to create change within a company and its
relationship with the external environment. Such interventions can include mergers or
acquisitions, a rapid expansion of the market, new or increased competition from another
company or reestablishing relationships with stakeholders.

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