Justification for Model Selection
Discuss about the New Zealand- Lewins Change Management Model.
According to Cummings (2016), Lewin’s Change management Model is applicable in management environment that involves people who are reluctant to change and have a tendency to remain adamant and maintain their status quo. In New Zealand, the trend of the organizational behavior exhibited by the staff shows a people who need step by step implementation of change. This model will work best in their favor because it allows time for people to acclimatize to the change being incorporated. Therefore there exists a need to evaluate their timeframes, environmental factors, adaptability and all factors that play a role in ensuring there is a progressive customization into the new system being adopted (Grant, 2016).
The Lewin’s change management model begins with the Unfreezing stage which provides an environment to acquire the capability of adapting to the new changes and motivating the employee to prepare for the change (Salman & Broten, 2017). Here, the senior employees in “Te Awamutu” office will be the central reference in the process of unfreezing people for the change. The need for a transition process as defined in the Lewin’s change management model is also fundamental to this type of staff. It helps all potential employees with regard to leadership capabilities by motivating them due to the possession of these qualities that are essential for the company. The New Zealand management environment has the old school employees and these would benefit from the final stage; the refreezing process of the Lewin’s model (Abrell-Vogel & Rowold, 2014).
Lewin’s Change Management Model gives the overall direction to the process of adapting to the change that is being incorporated into the company. It also shows changes that need to be effected at each stage of the change adoption process. This helps those involve to get the direction of what concerns all important components in this transaction. The “KiwiSheepSkin” company branch in New Zealand has strong leadership and management strategies. This is why this model is a fundamental consideration to the state of management in the company (Simon, 2015). It is better placed in countering the employees’ human perspectives of being resistant to change and acquiring of the skills needed by the company.
Using the Lewin’s Change Management Model, the leaders will be tasked with the job of involving the existing old-school employees of the company. This will help them feel accompanied in the ideal process of implementation of the ‘performance pay’ system. The senior employees are tasked with the role of remaining a positive glance at the implementation process and keeping in upgraded with the change model being effective in the company ((Shin, Shapiro & Taylor, 2015). The integration process will involve installing the required procedures and laying down the plans and decisions. All these standards of integration involved in the transition process must be followed in the process of implementation and address of the change. The standards are clearly defined, and this helps in achieving the goals of the changes.
Overview of Lewin’s Change Management Model
Japan is considered a country whose systems are very organized and strategic. The McKinsey 7S Model rightly fits for Japan because it is a disciplined society which suits implementation process and value sharing, Better leadership styles, the involvement of the staff and the incorporation of skills that the ‘KiwiSheepSkin’ company will require for better performance (Shibutani, 2017). This model gives a transparent chance for the management and the leadership to define the extent of the changes as regards to the ‘Performance Pay system’ which is being implemented to improve the performance score of the company. In a society that is disciplined and centered on the systematic organization, this model finds a ground for being easily adopted into the company without any enormous efforts (Singh, 2013).
The McKinsey 7S Model is an appropriate gateway to apply system implementation and Skills building. The key performance indicators in the system and the metric give a standard for the performance. This model involves keeping the employees progressively and motivating them for the change (Bamberger, Meshoulam & Biron, 2014). This change management model is best fitted for the system adoption of ‘pay performance system’ because it allows all the entities in the organization. This model is very fundamental in this regard because it also eases the adoption of the new system to replace the old one (Stamatis, 2016). It provides a series of continuous changes that slowly intertwined with the company’s setting and characteristics of the people involved. This helps in the final implementation process as well as during the last processes involved. The model fits Japan because it has the capacity to survive all the stages of analysis, selections and the actual implementation.
McKinsey 7S Model fits the pay-performance system implementation being installed in this company as it gives room for employee education and measurement of their performance to prove corporation (Singh, 2013). Having system implementation and skill building incorporated into the model is indicates compatibility of this model to the Japanese organizational and leadership structures (Burke & Noumair, 2015) The model is a sure fit for Japan because it allows updating of the knowledge abilities within “KiwiSheepSkin”. It also gives a stable platform to validate employee performance and avoid the addition of more skilled people maintain the balance of them by incorporating regular training programs. This model will allow the new system to be actually implemented after all the leaders have an understanding of the new technology because special payments are done to achieve the best for all entities of the system (Shiri, Anvari, & Soltani, 2015).
Integration Process of the Model
The change management status for France will be best fitted by the Kotters 8 steps management model because the all the involved stakeholders are liberal and flexible than those of all the other countries (Kotter, 2012). The enthusiasm and activity the French people gives an added advantage to the success of the application of this model. This is because its fit is reconnecting to the main issues that were used in the ideology of weight model implementation (Appelbaum, Habashy, Malo,& Shafiq, 2012) This adds value to the actual amount of energy placed upon handling the culture of the company with regard to its goals and the structural settings of the required system. The model applied in this endeavor is the best fit as it contains the steps and stages that help keep pace with the local teams through short-term goals which marry the work culture of the French people.
The Kotters 8 Step model contains the structures that favor profit revenue making in the company through the application of various changes involving in the model (Hamel, 2008). The model depicts instances of resolution to converging with the reality of urgency that exists in the management system of the company (Cummings, Bridgman & Brown, 2016). This capacity for this model to open room for ensuring a good rhythmic flow motion for the changes being adopted. The model has a way of insulation from the threats that exist between the disparities of conducting business within rural areas and those already in place. The model is advantaged to help create a management situation that can be used to protect the future as well as analyzing the findings certain implications that lie in the need to be analyzed (Hornstein, 2015). The exploitation of these opportunities is important as it drives the mandate of the company ahead while in the process of implementing what is being adopted. This model used in France favors having business strategies that are founded on the urgency to provide a solution to the problem (Birkland, 2015). The most important feature of the significance of this model is its capacity to mitigate the crisis in the company. The model creates a favorable environment for a new leader as well as creating situations of emergency that open doors for effective implementation of future business strategies (Bales, 2017).
The ‘pay performance system requires the mobilization of all stakeholders and providing a situation of urgency upon which an emergent leader will act. The implementation of this system takes into consideration the company acknowledgment of all the capabilities placed upon the influential positions as a whole (Kotter & Cohen, 2002). The change model is considered in this implementation so that all the aspects are observed in order to protect the resource sharing of the company. The achievement of the final state of this new system will depend on the consolidation of all available resources in order to achieve the best environment for implementation ((Warner, & Sullivan, 2017).Considering what all these factors demand in regard to finding a central place for action, the Kotters 8 Steps management model defines practical skills that necessitate the availability in the system. (Miner, 2015).
Japan-McKinsey 7S Model
The successive application of the models to different countries can be attributed to the basic approaches that exist in each model. This is the reason why these countries would have successful change processes in the use of one change management model over another. The concepts of matching the right skillsets and finding the real meaning of work being done in any project involving system changes are based on the theories of change management and disciplines of coherence. The capacity to get the right entities into the right place during tremendous changes in a company requires extensive studies, analysis, evaluation and the decisions that are placed on standards of genuine practices.
References
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Shiri, S., Anvari, A., & Soltani, H. (2015). Identifying and prioritizing of readiness factors for implementing ERP based on agility (extension of the McKinsey 7S model). European Online Journal of Natural and Social Sciences: Proceedings, 4(1 (s)), pp-56.
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