Consider an existing organization (CitiBank) you are familiar with, such as an e
ID: 461515 • Letter: C
Question
Consider an existing organization (CitiBank) you are familiar with, such as an employer, or a company for which you would like to work that operates under a traditional management model. The company's new CEO is looking to grow the company into a sustainable organization. In her initial evaluation, the CEO realizes that the traditional management approach is not compatible with being sustainable and wants to explore integrating a Corporate Social Responsibility program as an initial step to becoming a sustainable organization.
Create a 1,400-word change management brief or report.
Explain how change management, in the context of Lewin's model can help the organization become a socially-responsible organization.
Apply Lewin's model and outline the following:
Define the project goals in the context of change management.
Propose an action plan for creating change.
Establish how progress will be measured.
Determine how performance will be validated.
Conclusion
Explanation / Answer
Answer:
1. The project goals in the context of Change Management Theory of Kurt Lewin are;
a. Unfreezing of the current system of management;
b. Setting up the change procedures, policies, plans; implementing the desired change;
c. Refreezing the new system of change and managment.
2. The Action plan for creating the change is as under;
a. Recognize the short comings of the current traditional management system;
b. Analyse the need for change and undertake the cost benefit analysis;
c. Plan and develop the desired change and work of the implementation procedures;
d. Implement the desired change and monitor the practical aspects of the change;
e. Crystalise or refreeze the managment with the changed environment.
3. The progress of any change can be measured by;
a. Comparing the effects and results of changed management with that of the earlier management system;
b. Analysing the cost benefit equation for the changed management system;
c. take reviews of the staff, employees and other stakeholders about the earlier and the changed system;
d. Establishing whether the desired results have been achieved from the changed system.
4. We can validate the performance by analysing the effects of change and the implementation of the change as compared with the plans of implementation. When we acheive what we ought to achieve than we can conclude that the performance is validated.
5. To bring in any change it is vital to keep following points in mind;
a. Often communication of the benefits and importance of the change;
b. Dispel the rumours that affect the smooth bringing of the change;
c. Envolve more and more people in the change process;
d. Once the change is implemented then work of procedures to sustain the change and for this organise awareness and training programs.