Literature Review Change Management

Question: Discuss about theLiterature Review for Change Management. Answer: The article for this literature review is A change management process: Grounded in both theory and practice. In this article, authors discussed the three change management models of Kotters change management model, Jicks ten-step change model, and General Electric seven-step change management model. In this article, authors introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defense industry firm (Mento, Jones Dirndorfer, 2002). To complete the article, authors used the secondary research methods. Authors did a thorough literature review to study the change management process used in organizations. In the article, authors highlighted that implies that until an organization solidifies its identity, the idea of change and how the company adapts cannot be addressed. In essence, until a company understands who they are, what area of focus they are perusing, the thought of an open concept cannot be applied. If it is applied too soon then, the company opens itself up to an identity crisis trying to appease the thoughts and opinions of the environment. Then the questions that would arise are how long can this type of behavior on the part of the organization be sustainable. Valentinov and Chatalova (2014), implies that there is a correlation between self-regulation and social costs that can be associated with open theory. While the social aspect is important for open theory, it pays to have organizations review and regulate them prior to opening themselves up to everyone elses opinions. For example, internal feedback forms are submitted to everyone in our company to get a feel for how the company is doing and what can be improved on. The general notion is that employees are customers as well and will often be the first to rate a product. Kotter provided and integrative model of organizational dynamics that could be used as a framework to change management. The Kotter model suggests that in order for an organization progressing through different developmental stages and experience growth over multiple levels of the company, they must be able to confirm to internal and external rules. Therefore, the most significant characteristic of an organization during the organizational life cycle is their ability to adapt. Levie and Lichtenstein (2010) insinuate, life cycles are different for each company and the mindset has to be for the company to grow in order to be able to advance to the next stage in the life cycle, if growth is the measure used to determine progression. If the market is changing then organizations must leverage internal demands with external demands, which ultimately affect the organizations ability to produce, and leads to effective measurement in the organizations life cycle. Although adaptability is not listed as one of the characteristics described by Daft (2015, p. 355), the undertone still indicates that as organizations progress through each stage, they must adapt to the market or risk going out of business. In the article, authors argued, A central matter in the different organizational life cycle models is that the firms prevalent problems change throughout the different stages (p. 13). This is a good indication that the organization is moving from one life cycle stage to another. For example, if an organization begins to prioritize stability over growth, this may indicate that it is transitioning into the next life cycle. The characteristic of an organization thats important in the lifecycle is adapting to the changes and opportunities (DavidaviÄ ienÄ—, 2008). An organization should be able to see and seize any good opportunity so that it can effectively grow from one step to the other. This can also help the organization slow down the organization decline phase. This will help the organization stay in line with the industrial change. Adapting to changes helps the organization stay in business and ensure that each and every phase of the business is properly achieved. Therefore, identifying and seizing opportunities and changes are important. An organization may know that it has moved from one cycle to the other when the organization starts to demand some changes (Anderson, 2010). For example, when an organization starts to demand more resources, such as the human resource, indicates that the organization has moved from the start-up phase to growth phase. Therefore, changes that happen in the organization can be used to indicate a move from one lifecycle to the other. Authors concluded that Change is inevitable, and stagnant organizations will eventually fail. Management must be able to assess their company to determine if goals are being realized or if they are falling short. If they are falling short, they must be able to admit to the weaknesses and do what is necessary to fix them. This is where many organizations have problems because they dont like change or they firmly believe what they are already doing should be enough to accomplish their vision (Armenakis, 2007). Its essential to monitor the organizational environment to determine what changes are necessary. Clues can come from stakeholders internally and externally as well as fluctuations in the economic and political climate. Companies that are several decades or even hundreds of years old have stood the test of time only because they have changed with their environments (McCalman, 2008). They will continue to be successful as long as they continue to innovate and take advantage of oppo rtunities. The managers have a lot to learn from this article as in most of the cases the managers and the leaders of the organization has to act as the change agents in the organization (Stegmaier, 2009). It is important that the managers must understand that change is necessary but one must stick to their mission and goals and have expectation of resources while at the same time managing is the right path to success (Oakland Tanner, 2007). Too often organizations get too excited about a growth spurt and then over extend themselves. However, it is important that organizations should focus on the sustainable growth and development. It would add to the maturity of the change management process within the organization. The biggest strength of the article is the holistic view that authors have shown in the article. Authors referred to a large number of articles and the content is taken from the credible sources. In the article, authors have taken a structured approach to complete the research. The abstract of the article provides a good summary of the article. The article is an interesting article to read. This article would help the readers to gain a deep understanding of the topic of change management. The article does not have much of the weaknesses. However, one of the weaknesses of the article is the length of the article. The article is a pretty bug article and there is a chance of optimization. Authors could have completed the article in less number of pages. In some places, the article gets bit boring. However, this article is an interesting read. There are a lot of takeaways from this article. The learning from this article would help the managers and employees to implement the change in th e organization. It would help different stakeholders to understand different intricacies and issues of change management. Overall, it can be said that this article has a lot of learning to offer in spite of its weaknesses. The article can help the readers to get a holistic understanding of change management and intricacies involved in the change management process. References Anderson, D., Anderson, L. A. (2010).Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. DavidaviÄ ienÄ—, V. (2008). Change management decisions in the information age.Journal of Business Economics and Management, (4), 299-307. Daft, R. L. (2015). Organization theory and design (12th ed.) Mason, OH: South-Western, Cengage Learning. Levie, J., Lichtenstein, B. B. (2010). A terminal assessment of stages theory: Introducing a dynamic states approach to entrepreneurship. Entrepreneurship: Theory Practice, 34(2), 317-350. doi:10.1111/j.1540-6520.2010.00377.x Mento, A., Jones, R., Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice.Journal of Change Management,3(1), 45-59. Michaelis, B., Stegmaier, R., Sonntag, K. (2009). Affective commitment to change and innovation implementation behavior: The role of charismatic leadership and employees trust in top management.Journal of Change Management,9(4), 399-417. Paton, R. A., McCalman, J. (2008).Change management: A guide to effective implementation. Sage. Oakland, J. S., Tanner, S. (2007). Successful change management.Total Quality Management and Business Excellence,18(1-2), 1-19. Valentinov, V., Chatalova, L. (2014). Transaction Costs, Social Costs and Open Systems: Some Common Threads. Systems Research Behavioral Science, 31(2), 316-326. doi:10.1002/sres.2204 Walker, H. J., Armenakis, A. A., Bernerth, J. B. (2007). Factors influencing organizational change efforts: an integrative investigation of change content, context, process and individual differences.Journal of Organizational Change Management,20(6), 761-773.