Functions Of Management Within An Organization

Change Management is a modification in an organizations practice. It is instituted to profit the company and to improve the system. From the mid-2000s, change management has developed enduring landscapes for any organizations as if it’s related to business field or health care industry. In order to be in today’s competitive market; change management is very important part of any company (Aguirre & Alpern 2014). Technology and advancements is rapidly expanding and changing working organizations’ everyday atmosphere. Due to economic changes many businesses are being obliged to merged or downsized with other companies in order to increase their financial stability. Change management stepped in when employers or employees couldn’t keep up with

For any organization (in this case, health organization) to succeed, survive or thrive, there must be effective and efficient management on the part of the leadership. Management is an essential component of any organization because it is the component that directs and coordinates the current activities of the organization and also makes provisions on the plans for the future.

One method for managing change in an organization is to be prepared through constant evaluation of the company. The management team needs to continually evaluate sales data, changes in the marketplace and activity by the competition to be able to anticipate change. When a company can see change coming as a result

The organization affected by the change is the target of effective change communication. Many organizations establish a communication plan to alert the internal staff and external stakeholders of a pending change to operations. Fox begins a technology change at the senior executive level with the development of the business strategy and the funding future actions. As the project commences, a development team containing members of engineering, operations, and production meeting to develop the project specification and assure the technology meets the requirements. The production and operations organization communicate with their staff to ensure the conceptual change will meet each organization 's goals. Eventually, operations and production agents of change are enlisted to begin selling the pending change to the members of the staff by developing operating procedures. Eventually, the implementation of the technology is complete, and the training and testing by operations are determined. The communication of the pending implementation begins, and the change begins.

The change model the leadership chooses will prepare the organization for the change process, implement the change, and strives to regain stability as soon as possible (Orlikowski, 1997). The model chosen for this change is Lewin’s three step change model of unfreezing, change, and refreezing, as it is believed to work best in this organization. According to Orlikowski (1997) Lewin’s model allows the organization to prepare for, implement the change, and attempt to regain stability as soon

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. - King Whitney Jr.

When companies experience a change, communication is the most critical phase for a successful outcome. There are several models to use for implementing change, however, the one that Meineke will use to process the change is the Lewins Theory, takes the company through three phases: unfreeze, change, and refreeze.

CHANGE is unavoidable in order to remain competitive in today’s fast-paced market environment. Management guru, Tom Peters puts it that ‘change or die’ has been the bottom line for countless firms (Jick & Peiperl, 2011). Change can be large or small, evolutionary or revolutionary, sought after or resisted (Hayes, 2010) and is a general feature of organisational life, both at an operational and strategic level (Todnem, 2005). Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s

I. KURT-LEWIN THEORY OF CHANGE:This theory is also known as the Unfreeze-Change-Refreeze Model of Change. Kurt-Lewin proposed three simple steps to describe the "unfreeze-change-refreeze model. It basically means going from the State A into an unfrozen, change, and then reforming in a different pattern,1.The first step, “unfreeze” involves the process of letting go of certain restrictive attitudes during the initial stages through creating motivation and readiness to accept change.

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

Few words can strike more fear into the heart of an individual than “change.” We are creatures of habit and feel most secure when we are doing what we know. But how are the three distinct words-‘Change’, ’Challenge’ and ‘Management’, connected?

In Ac 1, 1.1 the three most popular change management models were outlined and discussed i.e. Lewin’s Change Management Model, McKinsey 7- S Model and Kotters 8 Step Change Model. Almost any model, once understood and applied properly can yield some amount of results however, for the use of this case surrounding The S&M Life Insurance Company; Kurt Lewin’s Change Management Model will be used to develop a model for change in the organization. Lewin’s model, established by Kurt Lewin during the 1950’s, is seen as foundation for understanding organizational change and still holds strong in the 21st century, today. The model consists of three (3) stages consisting of unfreezing, change, and refreezing using the analogy of a block of ice (Thompson, Mind Tools n.d):

Summary of Act: This act ensures that the correct fire safety signs must be put up as well as fire extinguishers. Also the correct contingency plan must been written to ensure that in case of a fire the employees would know what to do.

This is a model of change, which can be adopted in the implementation of planned change within the organisation. The aspect of planning for change will be critical in ensuring that the challenges which are faced in implementation of change are overcome like resistant to change (Cummings & Worley, 2014). This change process involves 3 steps of unfreezing, changing and refreezing. This change model can be depicted as shown in figure 1.