part 1 for the task 1

Change Management in a Global & Digital World

Introduction

  • Focus of the module: Change management models and theories.

  • Importance of understanding change in global and digital contexts.

Attendance Recording and Compliance

  • JISC System: International students are required to record attendance for each session.

  • Each session has a unique 6-digit code that must be entered personally.

  • No sharing of codes; failure to comply will be reported to UK Visa & Immigration (UKVI).

Key Concepts of Change Management

How to Change

  • Distinction between what to change (content) and how to change (process).

  • Managers must address both aspects effectively to facilitate successful organizational change (Deszca, Ingols, Cawsey, 2020).

Overview of Topics Covered

  • Drivers for change.

  • Various change management models and theories.

  • Introduction to data analytics for decision-making.

  • Legal and ethical considerations in change processes.

Organizational Change Theories

Systems Theory

  • Organizations viewed as systems (subparts related to each other).

  • Open and closed systems: Importance of the environment in change processes.

Key Models of Systems Theory

  1. Lewin’s Three-Phase Model of Change (1951)

    • Phases: Unfreeze, Change, Refreeze.

    • Emphasizes the need for preparing for change and solidifying new processes.

  2. Nadler-Tushman Congruence Model (1981)

    • Involves inputs, transformation processes, and outputs related to organizational performance.

  3. Burke-Litwin Model (1992)

    • Focuses on the link between external environment, leadership, culture, and organizational performance.

  4. Weisbord’s Six-Box Model (1976)

    • Looks at purposes, relationships, structure, leadership, helpful mechanisms, and environment.

Lewin’s Model of Change

Stages of Lewin’s Model

  • Unfreezing: Creating awareness of the need for change, gathering data, and preparing for the process.

  • Changing: Implementing changes based on assessment, reviewing options, and communicating with employees.

  • Refreezing: Stabilizing the organization post-change, solidifying new methods, and ensuring changes are integrated.

Critiques of Lewin’s Model

  • Viewed as overly simplistic; lacks the complexity of real-world organizational dynamics (Moss-Kanter, Stein, & Jick, 1992).

Change as a Process-Centered Journey

  • Change is sometimes viewed as ongoing and systemic rather than linear.

  • Recognition that change affects multiple parts of an organization.

  • Need for flexibility and understanding of emergent issues in change management.

Approaches to Changing Organizations

Systems Approach to Change

  • Relationship among subsystems must be analyzed when implementing any changes.

  • Identification of significant changes in one subsystem (e.g., technology) and implications for others.

Prescriptive Change Models

  1. Kotter’s 8-Step Change Model

    • Establish urgency, form coalition, create vision, communicate widely, empower action, generate wins, consolidate gains, and anchor changes in culture.

    • Identified reasons for failure in transformational change.

    • Critique: Focus on implementation and order of stages.

  2. ADKAR Model

    • Steps: Awareness, Desire, Knowledge, Ability, Reinforcement for effective change management.

  3. Beckhard & Harris Model

    • Key components include organizational analysis, need for change, gap analysis, and transition management.

    • Critique: Lacks focus on emotional aspects of change.

  4. Seven S Model (Waterman et al., 1980)

    • Focuses on internal factors like strategy, structure, systems, and employee dynamics.

Conclusion

  • Understanding diverse models and theories of change is crucial for effectively navigating change in organizations.

  • Continuous learning and adaptation essential for sustainable change management.