Primarily, there are a variety of models that change managers can use to maintain control during the change process. Decisively, the change model results to numerous business transformations. Models seem to fall into two categories, namely frameworks models and process models. Both frameworks models and process models are important in leading change; however, a process model is essential for leading transformation (Lingrell, 2014, p. 245). Frameworks offer an organizing the need to pay attention to any given undergoing change. Furthermore, change models ensure that catalogue indexing analyzes the useful information on topics relevant to change. While change frameworks are static, change process models demonstrate action, movement, and flow, thus they are dynamic. Process models as roadmaps for action that provide a potential path to follow for designing and implementing the future goals of the organization.
Descriptively, current change process schemes are either general or reflect only a small fraction of what is required to engage transformational change. Recent researchers, for instance, Akeiber et al., (2014, p. 4) argue that exclusive human behaviour pays attention to the quality of the business content. However, some process models are conceptual and neglect guidance at the operation level. Such models are subject transformational change affecting the change process. Other models currently being investigated focus only on implementation of change and neglect the design phase or the reverse. Akeiber et al., (2014, p. 5) argue that comprehensive model will guide change leaders from conception to completion, even beyond design to integrating the new state into operations to achieve the complete set of results originally intended.
Some models are only based on ill-conceived concepts of transformation that is they are responsive to the dynamic possibilities of transformation since they do not attend to external realities or neglect the internal world of the culture and human psyche. In fact, the prescriptive one engages proper project management methodologies. Critical focus has been involved in the marketplace, and change continue to become hyper-dynamic, triggering significant core human needs.
Leaders and consultants need a comprehensive and efficient process of change. The model, therefore, engages the attendance and integrates people and content needs. Valeryyevna (2014, p. 39) believes that there is a need to provide strategic guidance to help change leaders find their path to success through the troubled challenging terrain of organizational stewardship. This is possible by initiating a pragmatic offering to accomplish critical organizational goals.
Given that change evolves to mitigate organizational stagnation, there is a need to initiate proper management tools that help an organization to stay vibrant and evolve over time. Transformation change means that one cannot apply a structured or guided system. For that reason, change process model must honour the path that the organization chooses.
In most organizations, transformational change encourages participation and co-creates with emerging dynamics, which requires the organization to forego any structured support. Such an approach expands organizational conscious and awareness. A good change process model should assist the management to make critical decisions. Thus, it is justifiable that change management tools help an organization to be competitive since they engage a proper transformational change.
During the evolution stage, transformational change encourages positive leadership, which flourishes to ensure that concrete, innovative programs are initiated proactively. According to Mir and Pinnington (2014, p. 202), some features in the inner circle are a broad aspect of management, which include a coherent implementation processes. The implementation process enhances cooperation, communication and flexibility, sharing of ideas, learning as well as, development. It is, therefore, evident both the change process and the models are well documented in the literature of management.
As noted from the above justification, change process encourages a systematic data collection to do with transformational leadership. In addition, there are internal and external factors that influence a change environment. As a result, alternative possibilities should be considered at the change process. Besides, the organization should take steps to ensure workforce cooperation. For that reason, the model emerges from these ideas and ensures environmental influence impact on external and internal factors of an organization.
For that reason, there are variables of organizational change, this include characteristics, leadership, and environmental influences as well as, skills and competencies which impact on a change process. The organization, therefore, analyzes possibilities that can be applied to achieve given change models. Firstly, the organization adopts a problem-solving approach, and at some point, engages a change project through the initiation of standard problem-solving techniques (Asquer, 2014, p. 22). A change model is multi-faceted to ensure that the management can read from different angles.
Conclusively, change organization model enables the organization to move from stagnation since it improves the quality of relationships inside the organization. As illustrated, by applying change management tools, it is possible to achieve a proper cultural, logistical, managerial and psychological paradigm since change initiates flexibility amidst wanted organizational strategy.
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