Course Work Questions. Business & Marketing Coursework

Coursework questions
Name
Institutional Affiliation
Compare and contrast Lewin’s change management model and Kotter’s eight-step change model. Which do you believe is more effective? Why?
Kotter and Lewin’s change models share similarities and differences. The two models are similar in that they seek to bring about permanent change in institutions. Lewin’s model utilizes three stages namely unfreeze, change and refreeze stages, which identify problems in an organization to outline the need for change, devise new ways of conducting activities and institutionalizes the accepted changes (Bailey, Mankin, Kelliher & Garavan, 2018, pp. 308). Similarly, Kotter’s model identifies and combines different methodologies that organizations can implement to bring about change in eight steps. The steps include increasing urgency, forming a powerful guiding partnership, develop a vision and plan, communicate the vision, eliminating obstacles, creating short-term wins, combining wins and instituting change (Bailey, Mankin, Kelliher & Garavan, 2018, pp. 310-312).
The two models are different in that they employ different approaches to bringing about change. Lewin’s model applies a simple and straightforward process of three steps that rationally consolidates different ideas, oriented to cause change. Contrary, Kotter’s model employs more details organized in each of the eight stages, by focusing on the preparation process and the acceptance of change in an organization.
I believe Kotter’s model of change is more effective than Lewin’s. It provides a lot more information by delving deeper into the issue of change by breaking it down into eight simple steps, thereby making it clear and easy to undertake. Additionally, the presence of a team to oversee the changes makes the transition more meaningful and lasting.
Discuss why those in the human resource department positions are in a prime position to facilitate the change process. How can they develop employee trust in the change process?
Human resource department (HRD) professionals are the best individuals to bring about change in an organization. Their primary roles of staffing an organization, training and monitoring employees, defining the design of work and compensating employees make them best suited to bring about change because they understand the workforce. As professionals charged with the responsibility of hiring employees, they can ensure they make every new hire aware of the changes occurring in the organization and inform them of what their expectation. Additionally, they can institute change by developing employees’ skills through training. Through their knowledge of available expertise in the organization, they can come up with different programs that instill knowledge and skills on how to keep up with the new changes.
The human resource development professionals can grow employee faith in the change process by employing regular and effective communication. When implementation of changes begins to take root in an organization, most employees struggle with uncertainty over job security and lack of morale in carrying out their activities. The HRD positions should ensure they maintain communication with employees to assuage their fears of losing their jobs and answer questions or concerns about the new changes. Also, they can employ flexibility by consulting with employees on the various proposed changes and what individual will be required to do (Van Dam, Oreg & Schyns, 2008, pp. 313-314).
Why is change so difficult to implement within an organization? What are the reasons people resist change, and what can an organization do to ensure change is well-received and permanent?
Change is difficult to implement due to the fear of losing valuable things and inability to adapt to the new workplace. The predisposition of human beings is to live in stable environments where everything is unchanging and emotionally familiar, with change only coming to introduce stress in their lives. The implementation of change in an organization challenges all these perspectives as managers utilize logical approaches while overlooking the emotional aspects of the change. The rational approaches resist any interventions or resistance from anyone and only engage in communication that stresses on achieving the change (Weiner, 2009, pp.67). Consequently, employees become apprehensive due to the imminent threats change imposes to them such as loss of job, change in one’s daily routine, a longer commute to work or change in one’s job description, and out of fear and uncertainty, they resist.
People resist change due to various reasons. Firstly, job security causes most people to oppose change. People fear to make changes that can cause harm to one’s life. The fear of losing a job due to the implementation of administrative changes that makes some positions redundant leads to employees and managers opposing the changes as they consider them harmf...