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Change Management Models Supporting HR Strategy: Unit 21 - LO3

This document discusses models of planned organizational change. It describes Kurt Lewin's 3-stage model of change involving unfreezing, moving to a new state, and refreezing. John Kotter's 8-step model is also outlined, involving creating urgency, building a team, creating and communicating a vision, empowering staff, setting goals, persisting, and making change permanent. The document provides an overview of change management and its role in supporting human resources strategies through managing organizational behavior during periods of transition.

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Seethalakshmy Nagarajan
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41 views

Change Management Models Supporting HR Strategy: Unit 21 - LO3

This document discusses models of planned organizational change. It describes Kurt Lewin's 3-stage model of change involving unfreezing, moving to a new state, and refreezing. John Kotter's 8-step model is also outlined, involving creating urgency, building a team, creating and communicating a vision, empowering staff, setting goals, persisting, and making change permanent. The document provides an overview of change management and its role in supporting human resources strategies through managing organizational behavior during periods of transition.

Uploaded by

Seethalakshmy Nagarajan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Change management

models supporting HR
strategy
Unit 21 – LO3

Higher National Diploma ( HND – Level 5)


rcl.ac.uk
Learning Objectives
At the end of the session, the learners will be able to;
• Understand the concept of organisational behaviour
and the impact of change on organisational behaviour
• List the models of planned change
• Explain some of the models of planned change – 3
stage model of Kurt Lewin and 8 stage model of Kotter

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What is OB?
• Organizational behaviour (often abbreviated as OB) is a field of
study that investigates how individuals, groups, and structure
affect and are affected by behaviour within organizations.
Behaviour refers to what people do in the organization, how
they perform, and what their attitudes are (Robbins, n.d.)
• Luthans (1995):”Organisational behaviour is concerned with the
study of the behaviour of people within an organisational
setting. It involves the understanding, prediction and control of
human behaviour”(Mullins, 2005; p.26)

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What is Change?
• Coping process of moving from an
unsatisfactory present state to a desired
state

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Sources of change
• Organisational change can be initiated deliberately
by managers, it can evolve slowly within a
department, it can be imposed by specific changes
in policy or procedures, or it can arise through
external pressures. Change can affect all aspects of
the operation and functioning of the organisation
(Mullins, 2005).
• http://www.mim.ac.mw/books/Management%20&
%20Organizational%20Behaviour,%207th%20edition
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Impact of change on OB
• Organisational change refers to any alteration that occurs in total work environment.
Organisational change is an important characteristic of most organisations. An
organisation must develop adaptability to change otherwise it will either be left
behind or be swept away by the forces of change.
• Organisational change is inevitable in a progressive culture. Modern organizations
are highly dynamic, versatile and adaptive to the multiplicity of changes.
• Organisational change refers to the alteration of structural relationships and roles of
people in the organization. It is largely structural in nature. An enterprise can be
changed in several ways. Its technology can be changed, its structure, its people and
other elements can be changed.
• Organisational change calls for a change in the individual behaviour of the
employees.

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Contd…
• The behaviour of people, however, cannot be studied
in isolation. It is necessary to understand
interrelationships with other variables which together
comprise the total organisation. To do this involves
consideration of interactions among the formal
structure, the tasks to be undertaken, the technology
employed and methods of carrying out work, the
process of management and the external environment.

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Impact of change on OB

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What is Change Management?
• Change management is a structured approach to
transitioning individuals, teams & organizations from
a current state to a desired future state.
• The field of change management grew from the
recognition that organizations are composed of
people and the behaviors of people make up the
outputs of an organization.

Higher National Diploma ( HND – Level 5)


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Activities Involved in Change
Management
• Defining and instilling new values, attitudes, norms, and
behaviors within an organization that support new ways of
doing work and overcome resistance to change
• To make employees more effective contributors to the
organization’s goals
• Building consensus among customers & stakeholders on
specific changes designed to meet their needs
• Improving the organization’s ability to cope with unplanned
changes that are thrust upon it
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Planned Change
● Planned change results
from deliberate
attempts by managers
to improve
organizational
operations

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Steps in Planned Change Process
Recognize the need
for change

Diagnose and
plan change

Manage the
transition

12
Higher National Diploma ( HND – Level 5) Measure results
rcl.ac.uk Maintain change
Initiating Planned Change Process
● Recognize the need for change
● Diagnose and plan change
● Formulate Goals
● Determine stakeholders’ needs
● Examine driving and restraining forces

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Planned change roadmap

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Traditional/Planned Models of Change
• Kurt Lewin’s Classical 3-stage Model
• Kotter’s 8 Step Change Model

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Unfreezing

Moving

Refreezing
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• Unfreeze: Reducing the forces that are striving to maintain the status quo,
and dismantling the current mind set. Usually by presenting a provocative
problem or event to get people to recognize the need for change and to
search for new solutions. 
Transition: Developing new behaviors, values, and attitudes, sometimes
through organizational structure and process changes and development
techniques. There may be a period of some confusion as we move from
the old ways of doing things to the new. 
Freeze: The final stage of crystallizing and the adaptation of ownership of
the new 'as is'. The organization may revert to former ways of doing things
at this point unless the changes are reinforced through freezing. 

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Unfreezing
● Helps people accept
that change is needed
because the existing
situation is not
adequate & appropriate

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Moving/Changing
● Involves rearranging of
current work norms
and relationships to
meet new needs

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Refreezing
● Reinforces the changes
made so that the new
ways of behaving
become stabilized

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Kotter’s 8-step model
• This model, created by Harvard University Professor John Kotter, causes change to
become a campaign. Employees buy into the change after leaders convince them of
the urgent need for change to occur. There are 8 steps are involved in this model:
• 1. Increase the urgency for change.
• 2. Build a team dedicated to change.
• 3. Create the vision for change.
• 4. Communicate the need for change.
• 5. Empower staff with the ability to change.
• 6. Create short term goals.
• 7. Stay persistent.
• 8. Make the change permanent.

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