Theoretical Foundations of Change Name Institution Instructor Course Date Theoretical Foundations of Change Change is a process that organizations must undertake due to the evolving nature of the business environments

Theoretical Foundations of Change
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Theoretical Foundations of Change
Change is a process that organizations must undertake due to the evolving nature of the business environments, which impacts the supply and demand of product and services offered to the market (Davis, 2017). Change may involve diversification of the available products or the development of a new product to address the change in demand. This is important to enable the organization to stay in the market and still be successful in its operations (Davis, 2017). Changes also improve the effectiveness of business operations as well as give an organization a competitive advantage. In certain situations, change is inevitable and organizations must be ready and willing to change for changes are meant to benefit the organization. This paper will explore the theoretical foundations of organizational change (Davis, 2017).

Factors That Contribute To the Organic Evolution of Change
Many factors contribute to the organic evolution of change in organizations, which may be either internal or external factors. Internal or external environments may affect the normal operations of organizations leading to the organic evolution of change (Goksoy, 2016). Some of the external factors may include political systems and regulatory mechanisms, which may affect the business environment of the organization. Entrants of the market environment with new approaches may also lead to changes in existing organizations as failure to perform these changes may affect the success if the organizations (Goksoy, 2016). Internal factors may include internal changes, which may involve involvement of skilled personnel, or the change in leadership in the organization. This may lead to implementation of new relationships and new management strategies, which may affect the behaviors of the employees of the organization (Goksoy, 2016).
Organizations must constantly implement changes in their organizational structures and business strategies to enable them to keep up with the competition due to the continuous changes in the business world (Goksoy, 2016). One of the main aspects attributed dot changes in organizations is technological advancements, which require that organizations acquire the latest and most current technological advancements to enable effective and efficient organizational processes. Innovation is an important aspect for organizations to determine new and effective ways of doing things and this largely relies on technological advancements (Goksoy, 2016). Other factors that are also attributed to organizational changes include shifts in costs of production, productivity, or changes in social responsibilities, which is an emerging trend across organizations all over the world. The constant pressure that organizations have in improving their market share requires organizations to implement changes continuously, which is aimed at improving the performance of the organizations (Goksoy, 2016).
How to Formulate Strategic Development Approaches and To Identify Models and Interventions of Change Leadership
For a strong and a long-term change, there must be good leadership in the organization to facilitate the change and provide the required support to the members involved (Öner, Benson, & Be?er, 2014). The models of change provide important skills and approaches to help leaders in effectively implementing changes in their organizations and sustaining the changes to be able to reap the benefits of the change. The models for leading change in an organization provide a road map related to different situations with options on how to address any challenges that may arise in the implementation of the change (Öner, Benson, & Be?er, 2014). Strategic development approaches may be formulated by creating a change awareness environment within the organization. Leaders of the organization should create an environment, which supports change, which can be achieved by implementing the right measures, which are considerate and supportive to the employees of the organization (Öner, Benson, & Be?er, 2014).
This will enable the employees to be ready and prepared for any changes implemented in the organization and also accept and embrace the change, which is an important process for the success of the change (Öner, Benson, & Be?er, 2014). There are different theories and strategies based on different organizational contexts, which leaders can implement to achieve success in the implementation of a particular change. Strategic developmental approaches should focus on the context, the employees, and the process likely to be affected by the change (Öner, Benson, & Be?er, 2014). This is because a change affects all these organizational aspects and should not be neglected. Employees can be engaged in the process to enable a mindset change and enable them to be committed to the implementation of the change. If the employees are not ready and willing to make the change, the change process cannot be effectively implemented. Leaders should be attend to employee dynamics as part of formulating strategic development approaches (Öner, Benson, & Be?er, 2014).

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An Evaluation of Change Models. Which Models Best Facilitate Organizational Adaptation While Maintaining A High Level Of Follower Commitment?
There are different change models, which an organization can choose one of the models depending on the context and the situation in the organization. The first change management model is the Lewin’s change management model, which is the most common approach of change management (Molineux, 2013). This model divides the change process into three stages, which are unfreezing, change implementation, and refreezing. The unfreeze stage involves analyzing the potential improvements in the organization. This stage is important as it prepares employees of any changes, which minimizes the chances of resistance from the employees. Employees are also encouraged on the reasons for change and the benefits of the new process (Molineux, 2013).
Another change management model is the McKinsey 7-S Model, which relies on seven factors as the collective agents of change. The seven factors are skills, style, staff, structure, systems, strategy, and shared values (Molineux, 2013). This model focuses on understanding and providing guidance to an organization. This model however requires that all the factors be interrelated to each other with changes in one factor affecting other factors. Kotter’s 8 Step Change Model is also another change management model which has 8 steps for managing a change in an organization (Molineux, 2013). The eight steps include increasing the urgency for change, building a team dedicated to change, creating a vision for change, communicating the need for change, empowering staff with the ability to change, creating short-term goals, staying persistent, and making the change permanent (Molineux, 2013).
This model however focuses on the adaptation of the change instead of the change itself and the impact it will have on the organization (Molineux, 2013). The Lewin’s change management model is the best to facilitate organizational adaptation while maintaining a high level of follower commitment. This is because it recognizes the importance of involvement of employees in the change process and adequately informs the employees on the reasons for the change, and what benefits are associated with the new change (Öner, Benson, ; Be?er, 2014).
Discussion and Evaluation of the Leadership and Management Skills Necessary to Implement A Model of Continuous Change That Facilitates Organizational Adaptation and Ensures Follower Commitment
Leadership and management skills are necessary to implement a model of continuous change that facilitates organizational adaptation and ensure follower commitment. This includes understanding the complexity of leading change, which will enable a leader to implement effective approaches (Carnall ; By, 2014). For leaders to enable effective change management, they should adequately understand their employees and how the change is going to impact them. This will help in organizational learning as well as talent management in the organizational setting. Organizational development must involve all stakeholders in the organization and an effective leader should corporate with all members and stakeholders in the organization to enable an effective change process (Carnall ; By, 2014).
Leadership skills are important in enabling organizational change as leaders have the potential to shape and influence the organizational. Effective leaders should be able to direct their staff and determine the best model or strategy to implement to attain certain goals or an organizational change (Carnall ; By, 2014). Leaders should be promoters of change in organizations as they have the power to influence other members of the organization. Leaders should also be able to manage any resistance from the employees and implement successful strategies meant to enable a successful change. A leader can achieve this by engaging other members in the implementation of the change, which will prepare and encourage the employees to adapt the new changes in the organization (Carnall ; By, 2014).
How to Gather and Analyze Data to Determine the Most Efficacious Timing of Change
Gathering data is important in determining the most efficacious timing of change. This allows adequate preparedness and determination of the most successful strategies to implement to enable an effective change process (Davis, 2017). This will also enable the management to execute the change successfully by recognizing any challenges that may arise and prevent an effective change management process. Information will also enable the management in tracking the performance of the change by using determined performance indicators (Davis, 2017). Collecting data involves the process of collecting important information related to the change. Information can be collected through observation of the employee’s behaviors, conducting interviews on the employees and all those involved in the change process. Observation can include determining how employees react to certain changes in the organization (Davis, 2017).
This may require a qualified and skilled personnel to collect the useful information. Employees can also give feedback on their views relating to the change. Information is collected by using qualitative or quantitative methods depending on the aspect being determined (Carnall & By, 2014). Data collected is also analyzed to give meaningful information, which may include a trend in a certain organizational behavior pattern, the relationship between a certain change and the performance of the employees (Carnall & By, 2014). Statistical methods can be used to give a future projection, which will enable the management to prepare for any expected changes in the organization. Any variables should also be determined, which will enable the management to implement control procedures to help in aligning the change to the expected objectives. Comparisons between the information collected will also enable accurate conclusions to be made (Carnall & By, 2014).
References
Carnall, C. A., & By, R. T. (2014). Managing change in organizations. Harlow: Financial Times Prentice Hall.

Davis, B. (2017). Mastering organizational change management. Plantation, FL: J. Ross Publishing, Inc.

Goksoy, A. (2016). Organizational change management strategies in modern business. Hershey, Pennsylvania IGI Global.

Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study. International Journal Of Human Resource Management, 24(8), 1588-1612.
Öner, M. A., Benson, C., & Be?er, S. G. (2014). Linking Organizational Change Management and Organizational Foresight. Strategic Change, 23(3-4), 185-203.

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