Kotter's 8 Step Model Of Organizational Change

Explain how a change can be managed or implemented in the organisation.

Organisational change can be distinguished as the procedure implemented by an organisation by altering its framework, operational methods, strategies, technologies, business processes as well as organisational culture, in order to bring an effective change within an enterprise. This change is brought about by carefully reviewing and modifying the current management structures and processes, thereby providing a head start against the companies competition more efficiently and cost effectively. Both internal and external forces can affect organisational functioning (Pollack, 2015). For instance, at Asliya Group, implementation of new technologies is crucial to thrive in

One or many methods collaboratively can be utilised to successfully reduce resistance change during unfreezing. Ensuring proper education and frequent communication lines with the employees, where there is a lack of information or inaccurate information and analysis [insert company example]. Transition period involves the implementation of a revised organisational structure, process changes and development techniques by initiating a new outlook in terms of morals, work ethic and attitude within the workplace. The final stage, also known as refreezing ensures the solidification of the newly adopted changes, thereby establishing the stability of the proposed business model (Burnes, 2004). Application of Kotter's 8-Step Change Model also outlines essential 8 steps required in the organisational change. By increasing the urgency, the potential crisis and major opportunities could be clearly analysed. This is followed by assembling a group of individuals capable of forming a dynamic coalition to forecast the change. This is achieved by actively communicating the vision by utilising multiple channels and vehicles of communication,

According to Cascio (2000), work teams and groups constitute of two or more individuals who collaboratively work together to achieve organisationally assigned specific tasks with similar vision, showcase task interdependencies, interact socially, preserve and maintain boundaries, while influencing interchanges with other broader entity units. Asliya Group employs both formal and informal groups in order to achieve its organisational goals. Formal groups are proposed and structured deliberately to subserve organizational interest and includes command groups, task groups, and functional groups (Greenberg and Baron, 2000). Such groups are categorised by an organisational chart, usually involving the subordinates reporting directly to the supervisor[insert departmental example]. Task groups are assembled in order to achieve a specified set of goals within a specific time frame [insert example]. Functional groups are devised by the organisation so as to execute particular within a undesignated time period and are not restricted to its next proximate hierarchal superior. Sub categories of functional groups namely counteraction and coaching; the counteraction groups resolve conflict via negotiation and compromise, whereas coaching involves members conducting