Concord Bookshop Paper
Concord Bookshop Paper
The Concord Bookshop an area trademark, serving its locality for 64 years. It is an institution in itself that supports the community that it serves and nurture its writers (Spector, 2010). The Concord Bookshop’s existence was challenge by the dispute between the bookshop’s owners and the employees, and by the company’s financial turmoil. The bookshop’s effort to keep the company afloat resulted to resistance and resentment. The Concord Bookshop must undergo organizational changes to continue to thrive and stay in business. Kurt Lewin’s Theory of Change
Change is inescapable. Organizations go through a process of change to adapt to innovations and to improve business strategies to sustain its existence (Spector, 2010). Kurt Lewin is a psychologist who laid the foundation on group dynamics and organizational developments. He believes that, changes in the behavior is a slow process, however a crisis situation expedites the process (Burnes, 2004). This concept led to the development of the Kurt Lewin’s three-step of change; unfreezing, moving, and refreezing. Unfreezing
The first step of change according to Kurt Lewin is unfreezing. This phase is characterized by a disequilibrium in the status quo motivating people to take actions to establish equilibrium (Burnes, 2004). The Concord Bookstore, a well-established organization, was put into a tribulation when the company change their management structure by hiring a general manger. Bookstore owner’s failure to consult its employees caused resentment and commotion. The increasing conflict and disagreement between the bookstore owners and its employees caused disequilibrium in the organization compelling senior employees to leave the company. The company’s situation was aggravated by its ailing financial status. The online book entrepreneurship is hurting the company’s financial gain. A traditional bookstore like Concord is struggling to compete with online bookstores. The employee’s discontentment and the company’s financial turmoil creates a disequilibrium in the organizational status and became a catalyst for change. The Concord Bookstore is aware of the situation and stepping up to the challenge but failed to communicate the vision to its employees. In unfreezing, it is critical that an open communication is established (Levasseur, 2001). Organizational goals and vision are communicated clearly. Employees understand the reasons for implementing change. Unfortunately, in the Concord Bookstore, its vision and strategies were not well understood by its employees causing resentment and confusion. Moving
The second step of change is moving. This phase is characterized by the implementation of plans to achieved desired performance (Lewis, 2012). The Concord Bookstore, in an attempt to increase financial gain, launched weekly author appearances and book signing. However, this effort was unsuccessful. A number of people attended the event but the net profit was marginal. The Concord Bookstore failed to listen to their employees sentiments and disregarded their recommendations to improve organizational stature. The bookstore’s autocratic leadership halted the communication channel in the organization, creating a hindrance to the implementation of innovations. Refreezing
The final phase of change is refreezing. The goal for this phase is to create equilibrium or stability (Lewis, 2012). New policies and procedures are established to reinforce newly acquired behavior. Measures are undertaken to inculcate new culture in the organization. Unfortunately, the Concord Bookstore failed to get into to this phase. Conclusion
Change is the response to maintain balance and stability in an organization. It is a dual process. It requires open communication and active collaboration between the administration and its employees. The Concord Bookstore...
References: Burnes, B. (2004, September). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002. Retrieved from Business Source Complete database.
Levasseur, R. E. (2001, July/August). People skills: Change management tools - Lewin 's change models. Interfaces, 31(4), 71-73. Retrieved from Business Source Complete database.
Lewis, A. (2012, October). Finding a model for managing change. Training & Development, 39(5), 6-7. Retrieved from Business Source Complete database.
Spector, B. (2010). Implementing organizational change: Theory into practice (2nd ed.). Retrieved from the University of Phoenix eBook Collection database.
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