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Models Of Organizational Change Sample Essay

Models Of Organizational Change Sample Essay.

Models Of Organizational Change Sample Essay

Gaining an understanding of the various models of leadership theory is critical in order to understand what skills and abilities are needed to influence the desired change in an organization.

Research at least two organizations that have had similar issues and successes during a change management process.

For this assignment, write a 2-3 page analysis of the problems and the change models that were implemented to address each organization’s problems.

Next, you will compare and contrast the change models used.

Assignment Requirements are as follows:

I need to submit this right away, so please make sure to read the description very close and to make sure to be detailed and thorough and please use APA format. Thank you.

  1. Provide an overview of the issues that each organization faced.
  2. Include an example of at least three similarities and three differences between each change model.
  3. The paper should include an APA formatted cover page and reference page.
  4. The paper should include at least two peer-reviewed sources, such as journal articles from the Rasmussen Library.

A note about peer reviewed resources: A peer-review is a process by which a scholarly work (such as a paper or a research proposal) is checked by a group of experts in the same field to make sure it meets the necessary standards before it is published or accepted.

Requirements: Very detailed, read description.

Models Of Organizational Change    

Student’s Name

Institutional Affiliation

Models of organizational change

In today’s fast-paced and ever-changing business environment, organizations face multiple factors that necessitate embracing and managing change. Change is moving away from an old way of doing things and embracing a new one with the expectation of better performance and results. In such instances, the leadership team may adopt various models for steering organizations through change. This paper focuses on Lewin’s and Kotter’s change models that Netflix and British Airways used to address their unique challenges.

Netflix is an American media company that was founded in 1997 by Marc Randolph and Reed Hastings. At its founding, Netflix’s business model was renting and selling DVDs by mail (Modgil et al., 2020, p. 1). With time, the company dropped the selling of DVDs and majored in renting them out. In 2011, Netflix was faced with the loss of trust by customers after it introduced internet streaming as a different product from the hiring of DVDs. Those who paid for DVDs could not use their subscription to stream videos. To deal with the customers’ dissatisfaction, Netflix changed its business model to allow all-time access to video content. As a result of this strategic change, Netflix ranks among the top video streaming companies in the world today. The company’s culture of continuous innovation and its ability to adapt to change is best presented by Lewin’s change model, in which progress is achieved through a balancing of change and the status quo. Therefore, the setback in customer satisfaction found a company ready to do the necessary to keep growing.

British Airways (BA) is the national airline for the United Kingdom founded over a hundred years ago as Aircraft Transport and Travel Limited.  Like all Full-service carriers (FSCs), BA experienced low business as a result of changes in the international economic environment from the year 2000 and the growth of the dominance of the Low service carriers (LSCs) (Bogdanovska Djurovic, 2011, p. 8). To adapt to these changes, BA embraced reduced human resources, aligned its resources, and integrated more efficient internet use for sales and brand building as part of its strategic vision of becoming an international premium airliner (Bogdanovska Djurovic, 2011, p. 10). In addition to these internal changes, BA has crafted a more global image to attract a broader market share. BA also merged with Iberia, a Spanish airline, in 2011 as part of the new strategic vision. BA’s approach to change is best summarized by Kotter’s management model, which focuses on leading change rather than reacting to it. The model entails crafting a strategic plan that anticipates environmental changes, critical assets, institutional structure, operating systems, technological changes, and strategic partnerships. Kotter’s model is a proactive approach to change.

Lewin’s and Kotter’s change models share some similarities. They both envision an organization that takes the necessary steps to keep growing through change. Both models envision change as beginning with awareness of its necessity. To manage the resistance to change, both models appreciate the need for communication within the organization. With proper communication, the involved people are given the necessary time and space to grow and adapt ((Packard, Patti, & Tucker-Tatlow, 2021, p. xx), p. 499). The models share the emphasis of a team-led change instead of one individual trying to turn the whole ship.

Some differences stand out between the two models that were employed by the organizations mentioned above. With only three steps, Lewin’s model is straightforward compared to Kotter’s, which has eight. The simplicity of Lewin’s model may be a strength or a weakness depending on given circumstances. For instance, where a team is looking for specific components of a given step in the change management, Kotter’s model may prove more helpful. On the other hand, Lewin’s three steps may provide the team a quick snapshot of where they are with the change. The steps involved in Kotter’s model may also be too rigid and time-consuming for the organization. Both models can also be contrasted by the role that people in the organization play in change management. While Kotter’s model puts the responsibility on the team leaders, Lewin’s seem to involve all team members in the deliberation, especially at the first step.

Change is inevitable. For any organization to maintain a competitive and productive edge, it must manage change effectively. Failure to do so can result in its being overwhelmed by the multiple factors that challenge the old way of doing things.

References

Bogdanovska Djurovic, A. (2011). Transformational change or not?: The case of British airways (2008-2010). SSRN Electronic Journal. doi:10.2139/ssrn.1947296

Modgil, A., Jaiswal, A., Tyagi, P., Singh, A., Yadav, V., & Srinivas, V. (2020). Netflix – The Turnaround Story. International Research Journal of Engineering and Technology (IRJET), 07(04). Retrieved from https://www.irjet.net/archives/V7/i4/IRJET-V7I4306.pdf

Packard, T., Patti, R., & Tucker-Tatlow, J. (2021). Change models for human service organizations. Organizational Change for the Human Services, 292-309. doi:10.1093/oso/9780197549995.003.0019

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