Change Management Questionnaire
Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness. Kurt Lewin 's three-phase model of change is described as unfreeze, move or change, and refreeze. In simplified terms of most application, this means to allow the current process and procedures less constraints, then to make the adjustments toward the new vision or processes and procedure, finally to put in place new constraints for the new processes and procedures (McShane, 2003.) The Burke-Litwin Model of Organizational Performance and Change is based on the idea, which theorizes the need to explore organizational functioning and organizational change. This theory is brought to light by describing how performance is affected and how effective change takes place. Furthermore, both in terms of content that coincides with the processes emphasizing the transformational and transactional changes to be made are given a value. Additional breakdown include how transformational change occurs as a response to the external environment and its effects on the organizations mission and strategy, the leadership of the organization and its culture. In turn, the transactional factors are the affected-structure systems, management practices, and climate. In combination, both types of factors affect the motivation of employees, which would affect performance. The Tichy Strategic Alignment Process focuses on strategic management areas and tools



References: George, H. (2004). A casual Model of Organizational Performance and Change. Journal of Management. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Goodstein, L. and Burke, W. (2004). Creating Successful Organizational Change. Organizational Dynamics. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Holland, D., and Skarke, G. (2002). Change Management for Big Systems. Industrial Management. Retrieved on December 8, 2004 from the University of Phoenix Apollo Library Infotrac Host database at http://www.apollolibrary.com Lewis, E. (1996). Managing Innovative Change: Using a structured, yet dynamic methodology. Enterprise Reengineering. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Levasseur, R. (2001). People skills: Change management Tools. Interfaces. Retrieved on December 9, 2004 from the University of Phoenix Apollo Library Infotrac Host database at http://www.apollolibrary.com McShane, S. (2002.) Organizational Behavior, 2nd Edition. McGraw-Hill Companies. Organizational Development Network Retrieved on December 10, 2004 from http://www.odnet.org/toolkit/.php Sligo, F. (2001). Managing Strategic Change: Technical, Political and Administration. The Journal of American Academy of Business. Retrieved on December 8, 2004 from the University of Phoenix Apollo Library EBSCO Host database at http://www.apollolibrary.com Weymes, E. (2003). Relationships not leadership sustain successful organizations. Journal of Change Management. Retrieved on December 7, 2004 from the University of Phoenix Apollo Library Proquest Host database at http://www.apollolibrary.com

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