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We are living in the world of change constantly feeling its impact. Organizations are experiencing pressure of changes both internally and externally. A business growth adopts five major stages, and each stage has its challenges that must be managed to enable efficient transition to the next stage.
For success and achievement of a competitive advantage and continued operations of business, constant and continued renewal of the organization is mandatory for survival in fierce business operation environments (Anderson, Anderson 2010).
Change is a state of quagmire that is initiated by both internal and external forces and actions. The changes need to meet a strong wall to ensure that it is directed in the right direction (Anderson, Anderson 2010).
These exist in form of models or developed strategies, and their application depends on the type of organization. The models include Congruence model, Tichy’s TPC model, McKinsey’s 7S Model, Kotter’s Model, and Lewin’s model.
Tichy’s TPC model
This model is used for recommendation purposes to explain how technical, political and cultural decisions are made in organizations to manage change at time when instability has invaded the operations of the organization. The above three elements are handled equally in the same measure without disregard of any to ensure their functionality, efficiency and effectiveness (Cameron, Green 2009).
To be dealt accordingly, there is a call for strategic management so that a collision of the three components is not realized since it can derail the operations of the organization. Strategic management will do this by establishing three sets of rules to allow the shaping of technical, political and cultural practices within the organization.
The components above are extremely vital since they ensure the existent of any stable society. The basic sets include the firm’s mission and strategy, organizational structure and HR procedures. The TPC model is a pre model since it allows for a judgment to be made before looking at the technical, political and cultural elements.
A proper functioning organization is one which the basic elements and the structural make ups of the firm are well integrated so that the aims are achieved. The tensions recorded within the model’s steps are attributed to the lack of clarity in the undefined missions, and structures which do not give an ear to the major stakeholders of the organization who the employees are (Cameron, Green 2009).
Change management requires the missions, structures, HRM procedures and the relationship within the levels of the models to be clear. Culture in an organization should not deviate so much between the current and future for the consistency. The staff should be informed on the changes (Cameron, Green 2009).
McKinsey’s 7S Model
This model suggests that the possibility of any organization being successful depends on how the following seven elements are balanced. The 7S model entails Strategy, Style, Systems, Skills, Staff, Structure, and Shared values.
The 7S model applied in the management of change in any organization is geared towards creating equality in staffing, organizational structure and their correspondence with the goals of the organization (Cummings, Worley 2009). The system is successful if any of its components is not interfered with. For example, staff should be well recruited to ensure the planned performance in the organization.
Several appraisals ought to be conducted to find out how the employees feel about their current working conditions; their suggestions should also be sought for future improvements. Change management model just like the 7S model needs to show a clear direction of where the organization is headed, the changes needed should also be recognized and improve staff welfare.
The organizational structures must also be well established so that change happens procedurally. It is suggested that change should be conducted with the utmost speed it requires but given the length and complexity of the model speed may at times be given a second thought to enable satisfactory enacting of program for change (Cummings, Worley 2009).
The management of change is a system within an organizational system hence part of the organization and the 7S model gives a framework under which all the components of change can be critically looked at making the necessary implementations. This is made in consideration that this facilitation is part of the system hence not highly deviated.
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The defining bold character in this model is that, it is synergetic prompting that the change in one at any point results in the change of the other. This model is therefore vital for a drastically changing organization since the analysis conducted can define organizations past, show its present and project its future (Cummings, Worley 2009).
The congruence model during its proposition by Nadler and Tushman makes a strong reference that the model favors recommendations around. The model analyses inputs to the organization which it looks at in form of the environment of operation, the resources that the business has as well as the company history. The inputs have to prove satisfactory to undergo the second component which is transformation.
The resultant component is the output which depicts goal achievement vs. group and individual performance. All the models components are integrated, assessed and placed in a manner that they can enable an organization engage in the change management satisfactorily (Nilsson, Rapp 2005).
The model is a stepwise process which ensures that in the first place some form of urgency is illicit. After this provocation, a very powerful guiding group is initiated to give direction for change management after which a mission and vision is identified, this would act as a brand in the operations of the organization (Jonker, Eskildsen 2009).
The vision is then communicated to the relevant stakeholders; the effective communication of the vision will ensure that a group likely to act on the vision are identified and empowered to continue the burning of the fire. In a well executed plan, pieces of realized improvements are collected together to facilitate the generation of more constructive change in the future.
This more change is created so that they may be in the position of covering up for new approaches. This approach is majorly suggested for use at the highest level of management to revitalize how organizations function (Jonker, Eskildsen 2009). The model just like the rest starts by recognizing that change is a procedure and any stage within the procedure cannot be skipped or avoided.
The model employs three very clear stages to manage change in an organization. The steps involve; unfreezing the present operations, relocating from the present and thirdly, freezing. The decisions of whether to create change or not solely lies with the person in control, when this method is employed required change can always are made to occur.
This is undertaken by total crushing of the present and putting measures to ensure that moving back to the present is not feasible, then through the integration of the human capital a forge into the future is ensured (Kotter 2006).
The frameworks of this system are well put in place since they act within the frameworks of planned change and therefore the model can be used in times when quick encounters to quick change is required.
Despite that the model is solely responsible for unplanned change; still it can be applied successfully during occurrences of unplanned change especially when there was a previous gauss that the change would most likely occur (Jonker, Eskildsen 2009).
Choice of Model for diagnosis
The model will use in diagnosing our organization is Mc Kinseys 7 S Model. The model integrates almost all the aspects of all in the other model. The framework as developed was meant to be a Value Based Management model and it explains the mode in which one can effectively and efficiently manage an organization to attain its goals and aims (Komives, Wagner 2009).
Under the shared value category give s what the firm believes in, this guide the attitudes of employees. Strategy allows the firm to do an environmental scan and develop ways of goal attainment, these method studies competitors, customers and their environment of operation.
The interaction between structures and systems gives an organization the direction of operation, while structures combines all the unit components of an organization’s make up, a system will give the procedures, formulae and routine on how a particular work should be done. An efficient organization is one with clear and definite structures alongside smooth flowing systems (Kinicki, Williams 2008).
Comparing the 7S model’s components with my organization, I consider my firm to be in a very right path since it is currently employing the best workers with the right skills in their rightful positions. This has facilitated performance given the clearly instituted and well-defined structures and systems that run very smoothly (Kotter 2006).
The management style employed is the participatory type where ideas are accepted from all the directions and integrated for common goal attainment. To enhance invention and innovation, frequent retraining is conducted to keep the employee skills up to date (Spector 2010). This is the secret of success in this organization.
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Kotter, J. P. (2006). Leading change. Boston, Mass: Harvard Business School Press.
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