Change Management Change management according to many becomes essential for the following reason: external pressure; which

can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate longterm change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness. Kurt Lewin's three-phase model of change is described as unfreeze, move or change, and refreeze. In simplified terms of most application, this means to allow the current process and procedures less constraints, then to make the adjustments toward the new vision or processes and procedure, finally to put in place new constraints for the new processes and procedures (McShane, 2003.) The Burke-Litwin Model of Organizational Performance and Change is based on the idea, which theorizes the need to explore organizational functioning and organizational change. This theory is brought to light by describing how performance is affected and how effective change takes place. Furthermore, both in terms of content that coincides with the processes emphasizing the transformational and transactional changes to be made are given a value. Additional breakdown include how transformational change occurs as a response to the external environment and its effects on the organizations mission and strategy, the leadership of the organization and its culture. In turn, the transactional factors are the affected-structure systems, management practices, and climate. In combination, both types of factors affect the motivation of employees, which would affect performance. The Tichy Strategic Alignment Process focuses on strategic management areas and tools set up in a grid of three blocks across and three blocks down each in representation of a particular area which are as follows, managerial tools are horizontal, mission and strategy, organizational structure, and human resource management. The managerial areas are vertical being the technical system, political system and cultural system (Organizational Development Network ODN.com, 2004.) Several internal and external drivers have pushed Synergetic Solutions Inc., (SSI) in a direction to implement organizational change. To begin with there has been a stagnation of the systems integration market, industry standards for system building,

selling and reselling and system networking solutions have made significant process improvements, and finally productivity and absenteeism are declining (Organizational Structure Simulation, 2004.) In application of the Lewin's three-phase model because of these drivers of change, it is now time to unfreeze the current processes (McShane, S. 2002.) In the Burke-Litwin Model of Organizational Performance and Change theory, the application process has begun with the strategic initiatives by Harold Redd (CFO), implementation of growth targets, employee involvement in productivity and absenteeism and forays to networking solutions (George, H. 1992.) In application of Tichy Strategic Alignment Process model this aspect change falls under managerial tools and organizational structure with aligning the structure to the strategy (Sligo, F. 2001.) For a successful change in strategy and implementation thereof, it is important for the leader of Synergetic to consider through openness, honesty and integrity, an environment of trust, comfort, and fairness will emerge, thus creating a harmonious organization (Weymens, 2003.) In my opinion, it is strategically important for the leaders of Synergetic to respect and acknowledge all involved, from educational background to skill sets, to accomplishments within the organization currently. This encourages employees to be motivated to increase performance and reduces the amount of resistance from employees. Communication with employees at all levels is key, even if the news is bad continually communicate again this makes the employee still feel s/he is valuable to the organization, reduces absenteeism and keeps them aware of the continued changes. Awareness to the strengths and weaknesses each individual as they will be the producers to attain any new goals or targets placed on them. Encourage feedback, even if it is not what you want to hear, everyone wants to feel his or her opinion really makes a difference and is heard. Expect resistance, not everyone is adaptable to change; changes may not work the first time and may need further adjustments. Facilitate organizational learning teach members of the staff what all the organizational processes (Bowers, T. 2004.) According to S. McShane author of Organizational Behavior, many organizational behavior scholars, suggest that employee resistance represents symptoms of underlying restraining forces and should be removed. Employees may be concerned about the consequences of change, like how the new conditions can take away their power and status. Others may be worried about the process of change itself, which can the effort required to break old habits and learn the new skills. The listed main reasons

are listed as: direct cost, saving face, fear of the unknown, breaking routines, incongruent organizational systems, and team dynamics. Brief examination of these reasons follows; with direct costs employees feel as if they are costing the organization more money, therefore they maybe, the first to be let go if layoff occur. Fear of the unknown is that individuals are fearful they cannot adapt to new behaviors, which in turn contributes to fear of failure. Breaking routines is the abandonment of the behavior routines, which are not appropriate. As employees have created comfort zones for themselves disruption of predictability. Incongruent organizational systems this represents systems of rewards, selection, training, and other control systems, which ensures that employees maintain, desired results. Some organizational systems should be adaptable and change in conjunction with organizational changes. This process could be difficult as many of the new organizational process are new and how they will work long term is still to be determined. Incongruent team dynamics, team will develop and enforce conformity to a particular group of norms, which will guide the behaviors (Mcshane, S. 2002.) Leadership effectiveness is essential in an organizational change process. Leaders in this role must posses the following competencies; drive, leadership motivation, integrity, self-confidence, intelligence, knowledge of the business, and emotional intelligence to be effective, efficient and successful in the change process. (McShane, 2002.) I think the style necessary is dependent on the task, the individual performing the task in conjunction with their skill sets. A directive leadership style would provide high levels of structure, which provides specific steps to accomplish given tasks. Directive leadership can encourage employee motivation and satisfaction subsequently the leader gain acceptance. A directive leader clarifies the processes and the outcome of their actions, in given situations (Weymes, E. 2003.) The supportive leader provides high consideration. Utilizing tools of understanding perceptions, emotions, and feelings of those, they direct in the change process. This leader is approachable and friendly gaining trust and respect from subordinates, encourages support in productivity with less resistance. These leaders should build pride in the employees' abilities and for the organization as a whole. Concern for the well-being, values and needs of the employee establishes a motivation for this leader minimizing resistance (Goodstein, L. 2004.) The participative leader includes employee input in the decision-making process. The

leader lets the group diagnoses the problem and make the decision within stated limits. The role of the leader is to answer questions and provide encouragement and resources. Employees are more committed to actions where they are involved, less tendencies for competition when they feel there is a joint process to achieve the goals. This leader seeks to involve others be it subordinates, peers or superiors (Levasseur, R. 2001.) I learned from the simulation that change is not easy. The simulation exposed me to unexpected results because I did not have enough informational background to make the appropriate change choices. I feel this may also be the reality in a real life setting, although I believe the relationships and personalities of employees would dramatically change the results in the decision making process. I feel I would utilize the change process for consistency within the organization I am employed, greater emphasis on the team environment and the goals of the organization and communicate goals effectively on a weekly basis. References George, H. (2004). A casual Model of Organizational Performance and Change. Journal of Management. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Goodstein, L. and Burke, W. (2004). Creating Successful Organizational Change. Organizational Dynamics. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Holland, D., and Skarke, G. (2002). Change Management for Big Systems. Industrial Management. Retrieved on December 8, 2004 from the University of Phoenix Apollo Library Infotrac Host database at http://www.apollolibrary.com Lewis, E. (1996). Managing Innovative Change: Using a structured, yet dynamic methodology. Enterprise Reengineering. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Levasseur, R. (2001). People skills: Change management Tools. Interfaces. Retrieved on December 9, 2004 from the University of Phoenix Apollo Library Infotrac Host database at http://www.apollolibrary.com McShane, S. (2002.) Organizational Behavior, 2nd Edition. McGraw-Hill Companies.

Organizational Development Network Retrieved on December 10, 2004 from http://www.odnet.org/toolkit/.php Sligo, F. (2001). Managing Strategic Change: Technical, Political and Administration. The Journal of American Academy of Business. Retrieved on December 8, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Weymes, E. (2003). Relationships not leadership sustain successful organizations. Journal of Change Management. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library Proquest Host database at http://www.apollolibrary.com