STRATEGIC CHANGE MANAGEMENT

Introduction:

Organization’s looking in for the process of the change should evolve over time
and just alone by purchasing a new machine or new technology they can't create
a change in the next hour. Rather the process of change is transformational, and
it brings in reformation of the organization at all the levels. Organizations going
in for the process of change should have clear and highly focused objectives
based on which new policies and new strategies for the process of the change
can be made. Thus all the organizations going in for the change should go in for
the continuous model as the probability of the risk is higher in the over the day
transformation of the change. (Graetz, 2011)

This work is all about the process of the change based on the organization
which is one of the major chain of the retail stores in UK.
AC1.1 Discuss in general terms three models of change
AC1.2 Evaluate the relevance of models in strategic change

Change management models:

1. Kurt Levin’s Freeze model

Kurt Levin’s model for the change is one of the most successful models used in
the industry and it helps in the process of the change in most controlled 3 step
process. In this model for the change the change is first communicated to the
employees. The current state is disturbed and un freeze in this state all the pr
processing for the change happens as the management communicates with the
employees on the need for the change. Initially there is much opposition for the
change, management resolves them by going in for the negotiations with the
employees or convincing them for the need for the change to happen. Thus this
is one of the most important process in the change to happen.

2. Kubler Ross change management model

This model is also called as the death model as it depicts the process of the
change based on the individual facing the deadly disease or death. In this model
the process of change is spoken from the perspective of the individual unlike the
other models, as the people in his model are the patients who are informed of
the change and once they are aware of the change they are not ready to accept
them as there is initial state of panic, shock leading to idle state where they
don’t feel anything. Finally they enter in the state of depression where their
productivity completely comes down. In this state of depression they are usually
lonely, don’t hear or communicate with any one and they slowly recover from
this state understand the existing issues, finally reach the state of acceptance as
they feel that they can't change anything or create something new. In this step
they completely change for the new environment and go in for the process of
the change. In the organizations this state usually happens when the employees
get a feeling that they can't resist after a point, understand and finally bend for
the change becoming a part of it.

3. Kotler’s Change management model

This model is also very similar to the Levin’s model for change but the only
change in this model is that the change is implemented in the 8 different steps
and it is more descriptive than the Levin’s model of the change. The first step is
the pre planning for the change where the employees are communicated for the
need to change, strong objectives, vision and mission are set and the employees
are arranges in to proper teams in this step.
AC1.3 Assess the necessity for management to use intervention strategies

Necessity for the management to use the intervention strategies:

Intervention based strategies are one of the most commonly used approaches for
the change where the change is intervened and continuously monitored,
controlled and altered by the organization. in this step the process of the change
is controlled as all the barriers for the process of the change are eliminated and
they focus on the facilitators or the enhancers for the change to be successfully
implemented. In each and every step in the process of the transformation of the
change the change is completely controlled to ensure they hit the target and
never deviate from the planned results. (Freeman, 1984)