Another model, named the Kurt Lewin Change Management Theory model can be used in conjunction with the Change Monitor. Kurt Lewin's Change Management Theory, is a "time-tested, easily applied field theory that is often considered the epitome of change models, suitable for personal, group and organizational change" (Kaminski, 2011, p
14). Several theories have been used to deliver organizational change: "Systems theory, organisational development, social world's theory, and complexity theory each has a practical contribution to make to our understanding of how indicators work in prompting quality improvements and why they sometimes don't" (Rhydderch, Elwyn, Marshall, & Grol, 2004, p
The purpose of the Change Monitor is "to help you assess your organization's capacity for the changes being implemented and what action to take as a result. Unlike other change management measurement tools, the Change Monitor ™ takes a more integrative approach" (Savage, 2012, p
Furthermore, there are a series of small measures to evaluate different aspects of this plan. The reason that IHRC wants to measure its change plan is that measuring change allows the organization to monitor the implementation process, to understand how the organization reached its goals, to learn from the process and to identify where the organization is in the process of this change (Bond, 2013)
People within the organization need to feel the problem, and in one case the person who eloped died in the woods, so it is critical that they are made to understand the consequences of not doing their jobs -- somebody needs to get fired for that one. This will instil some motivation for performance (Kotter, 2011)
Measuring organizational change can be challenging, especially where the measure is for non-numeric variables. The change must therefore be operationalized (Mullaly, 2014)
In many ways, these surveys will speak volumes as to what the employees are talking about among themselves and how any issues they have can be addressed. (Bower, 1999) Next, the information that is collected from various employees must go to upper levels of management, to determine the overall issues that are affecting employees
Once this has taken place, management must begin implementing what they have determined to be the most effective course of action. (Clinch, 1991) Creation of Implementation Strategy Once the various challenges and possible opportunities have been identified, management must create an effective plan to address employee related issues
Where, they will embrace of all the different opportunities as a way to increase productivity within an organization. (Gerhart, 1995) Once, there is agreement on how to move forward, managers must begin communicating what is taking place with employees by addressing those issues that are most important
Using such a strategy as a part of evaluating an employer's policies and procedures, will work to effectively address any employee issues, helping to increase productivity. (Green, 2005) Potential Solutions to Challenges Surrounding Employee Issues One of the biggest problems facing any organization is: communication
This means that a time period should be set aside to allow the employees focus their energies to cope with he changes and uncertainties that Change leadership Tesco plc must embrace change leadership as an integral element of a successful change process. The most important elements that a leader can add to a changing organization are confidence, passion and conviction (Kanter,2009)
This means that a time period should be set aside to allow the employees focus their energies to cope with he changes and uncertainties that Change leadership Tesco plc must embrace change leadership as an integral element of a successful change process. The most important elements that a leader can add to a changing organization are confidence, passion and conviction (Kanter,2009)
This means that a time period should be set aside to allow the employees focus their energies to cope with he changes and uncertainties that Change leadership Tesco plc must embrace change leadership as an integral element of a successful change process. The most important elements that a leader can add to a changing organization are confidence, passion and conviction (Kanter,2009)
Tesco plc should therefore embrace change management as well as an elaborate conflict management strategy in order for it to operate successfully in these tough times.The control of organizational behavior as well as the adoption of cultural conflict management strategies are the key to the success and survival of organizations (Kirton & Green, 2005)
Finally, a recommendation of how to effect change is provided., Organization culture, a term that which refers to a collection of policies, values, beliefs as well as attitudes (Mullins,2010) is a very critical element of any organization
This inevitability of organizational change is noted to be a permanent element of organizations especially those in the quest of adapting to new challenges, innovation as well as approaches as pointed out by Mullins (2010).In reiteration of the significance of organizational change, it has indicated that market situations such as the dynamic nature of products and services as well as the market itself are able to bring down a business entity if the business is never prepared for change (Nwagbara,2011)
These inevitable effects of change affects all elements of the organization.The affected areas include; general operations, functions as well as the well being of the firm (Senior and Fleming, 2006)
The nature of manipulation, its direction as well as its impact are highly dependent on the abilities as well as skills of the organizational leader. This viewpoint is presented in most literature on transformational leadership (Simms, 1997; Nicholls, 1988)
A year's wave has enough time to make a positive impact which then is reflected by the positive results given by the firm in many of its departments especially revenue generation. "Organizations should focus more on the need of employees rather than management" (Read 1996)
Therefore the changes are essential and the reasons given shows that why they are so necessary at every level of the organization. "Better services result from better investment in organizational structure" (Jussawalla 1993)