Change Management Implementing Change Number

ChangeManagement Implementing Change

Number:

ChangeManagement Implementing Change

PartARAND`sSix Steps (2005) and Leppitt`s Integrated Model (2006).

Changeswithin organizations have become inevitable, moreover, organizationalchange has different impacts to an organization, and withouteffective management the change can result to fall, or poorperformance of an organization. The challenges of change managementled to the innovation of different models to help with management andimplementation of change. Different models have been different modelsthat have been derived to help in change implementation inorganizations. However, different models have different requirementsand can be deployed at different times (Welbourne, 2014). This paperfocuses on the comparison and contrasts between Rand six step modeland Lappets integrated model of change management and implementation.

Changemanagement is summarized as the transition of workers, organizationsand team of workers to the organization desired future state, on theother hand, change implementation is the realization of itsapplication, (execution of a plan).

Rand’sSix Step Modelwas devised in 2005, and summarized the change management andimplementation process into six major steps. These steps includeestablishmentof objectives.This entails setting of clear and detailed objectives and must bedirectly accounted to the organization’s vision. Secondly, there isthe developmentof an organization plan,which entails pooling together of the required resources for thechange implementation process. Thirdly, there is communication,motivation,developmentof the staff,and finally measureand analyze.Another model that has been used in the process of change managementand implementation within organizations is the Leppitt`sIntegrated Model.In2006leppit devised an integrated model that which entailed 13 stepsor processes (Van de Ven &amp Sun, 2011).

Comparingthe two models, it’s clear that, communication is an important toolin the process of change. Moreover, there is the need tomaintain/focus the objectives of an organization when implementingany change. On the other hand, both models have indicated the need toinvolve all the stakeholders when implementing change, in order tohave successful change implementation process. In addition, bothmodels have taken the change process as a continuous process, and inturn, each of the models has different steps that should be followedwhen its applied, the process can repeated till, the desired changehas been achieved. With the inclusion of varying steps in each, therehave been questions whether all the steps are needed to change.

Apartfrom having different number of steps in each of the models, Rand`smodel is applicable in any organization change implementation processwhile the Leppitt integrated model is best suited for organizationswhich may have no earlier experiences with large changes in anorganization. This is due to the fact that, the model entails moreclear steps than Rand’s model. Rand model is best used when anorganization plans to implement changes within a short period as ithas fewer steps of implementation. In addition, the model works bestwhen dealing with both teams of workers, and individual employee.

PartBOrganizationsVision Statement

Avision statement is an organization or a company’s statement thatdefines the organization’s desired future or basically what is themain focus and intended achievement over time. Its main function isto provide guidance as well as act as an inspiration as whatever anorganization has its focus on achieving. An organization that enjoyssuccess in their operations are the ones that have their core valuesand purpose remain focused and envisioned to the vision statement ofthe organization (Kuipers et al, 2014). Different organizations havedifferent measures to ensure that, its vision statement is fullyutilized in their operations as well as when devising their strategicplan.

Anorganization can utilize its vision statement through effectiveconnection of two major components which are core ideology, and theenvisioned future. These two help an organization define what itstands for and why it exists, and in turn connects the organization,strategic plans with its core objectives or goals (Andersson, 2015).On the other hand, by identifying the envisioned future, anorganization maintains a clear connection between its vision and thefuture aspirations. When an organization identifies its coreideology, it acts as the glue that holds an organization together adon the right track to achieve its objectives and vision. On the otherhand, vision statement can be utilized through identification of anorganizations core values and purpose. An organizations strategicplan contains, and communicates its goals and the action needed toachieve them, through devising of the ideologies and envisionedfuture, an organization’s strategic plan is brought into focus andin turn making its vision statement a key component of the strategicplan (Andersson, 2015).

References

Andersson,G. (2015). Resisting Organizational Change.&nbspInternationalJournal Of Advanced Corporate Learning,&nbsp8(1), 48-51.&nbsp

Kuipers,B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., &amp VanDer Voet, J. (2014). The Management Of Change In PublicOrganizations: A Literature Review.&nbspPublicAdministration,&nbsp92(1), 1-20.&nbsp

Vande Ven, A. H., &amp Sun, K. (2011). Breakdowns in ImplementingModels of Organization Change.&nbspAcademyOf Management Perspectives,&nbsp25(3), 58-74.

Welbourne,T. M. (2014). Change Management Needs a Change.&nbspEmploymentRelations Today(Wiley),&nbsp41(2), 17-23.&nbsp