MNG3702 Assignment 01 Semester 02 2021.

MNG3702 Assignment 01 Semester 02 2021. Strategic Implementation And Control . The planned strategic change process 2.1. The role of strategic change and the different planned change models Strategic change is required when there is a desire to achieve a specified future state and to take the organisation in a different strategic direction to where the organisation is currently going. Through control and measurement, the organisation can ensure the future state is achieved. There are two change models we will discuss in this assignment:  The change model of Kurt Lewin  The change model of John Kotter Although there are many different planned change models used for managing strategic change, these two however, are the most widely known. This study source was downloaded by from CourseH on :03:21 GMT -05:00 This study resource was shared via CourseH 2.2 The Change model of Kurt Lewin The Kurt Lewin change model is one of the oldest change models and has been and still is widely used since 1947. This model uses a relatively simple description of planned change and uses three steps in the change process: Step 1: Unfreezing When an organisation starts to implement change, most individuals will naturally resist change and tend to try and maintain the current state as this is where their comfort zone lies. When referring to unfreezing, we refer to getting the organisation ready for the change that is required. By carefully analysing the current behaviours of the organisations employees and showing them how important the change is and why the current state is holding the organisation back, resistance can be reduced. Employees need to be informed of the change, what it entails and how it will benefit both the organisation and the employees themselves. Communication is especially critical at this stage. The more the employees know about the change and how it will benefit them, the more motivated and supportive they will be in implementing the planned change. Step 2: Changing The most difficult phase of the change process is the actual implementation of the change. Due to the resistance to the change that will be encountered and the employees needing to learn new unencountered behaviours required from them, an intensive support system is required. This is the phase where employees will be required to learn new skills, gain knowledge and change attitudes in order to support the changing organisational structures and systems. Communication is once again vital for successful change as the employees need to be constantly motivated and informed of the benefit of the change for both them and the success of the organisation. Step 3: Freezing This step takes place once the change has been successfully implemented. The challenge is now to make the change a permanent part This study source was downloaded by from CourseH on :03:21 GMT -05:00 This study resource was shared via CourseH of the organisation and the behaviour of its employees. By making the change part of the performance management and reward systems of the organisation, management can ensure employees don’t go back to the old way of doing things. 2.3. The change model of John Kotter – With supporting evidence from the Unilever sustainable living plan case study. Widely known and accepted as a leading expert in change management, John Kotter’s change model is slightly more complex yet some can argue that it is more effective as a result. It consists of 8 steps discussed below: Step 1: Establishing a sense of urgency “Craft and use a significant opportunity as a means for exciting people to sign up to change their organization.” (International, 2014). Much like Lewin’s unfreezing phase, this phase requires leaders to establish a need for change and generate urgency around the need. Employees must be convinced of the threat or hindrance in not changing. By announcing a bold strategic plan, Paul Polman, the CEO of Unilever created a sense of excitement and urgency in Unilever’s employees. He generated motivation for change by communicating the reason for the change. He referred to the current state of the world, many problems facing humankind today and used emotionally engaging language in his explanations. This was a powerful way to create urgency and motivation not only for Unilever’s employees and shareholders, but all stakeholders involved with Unilever