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Lewin's Model Of Change Analysis

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Lewin’s model for managing change

Kurt Lewin developed a model of the change process that has set the time test and continues to influence the way organisations manage planned change. Lewin’s model is based on the idea of force field analysis. The below figure shows a force field analysis of a decision to start in exercise behaviour.

Equilibrium

This model says that a person’s behaviour is the product of two opposite forces: one force pushes toward preserving the way things are working now, and the other forces pushes for change. When the two opposite forces are about equal, behaviour is current maintained. For changes of behavioural, the forces maintaining the way things are working now must be overcome. This can be completed …show more content…

The first process starts with unfreezing, which is an extreme important first hurdle in the change process. Unfreezing which encouraging peoples to throw out old behaviours by reorganize the steadiness state that maintains the status quo. Change management books has long advocated that certain peoples have personalities that make them more resistant to change. By the way, latest research shows that only minority of a study’s people displayed flexibility in their reactions to three kinds of different change which are technological, structural and office relocation. Most of the respondents reacted differently to these differing kinds of change, suggesting that reactions to change might be more situational driven than was previously thought. Organisations recently complete unfreezing by annihilating the rewards for current behaviour and showing that current behaviour is not valuable. Actually, peoples surrender by allowing the edges of their status quo to be opened in preparation for …show more content…

First of all, Monsanto importance and focused unfreezing by helping employees bare as false negative mental pictures about women in business. This also helped affected resistance to change. Next, Monsanto changed employees’ behaviours and attitudes by variety training in which differences were importance and focused as positive, and supervisors learned ways of training and developing female employees. And lastly, Monsanto changed its reward system so that manages were evaluated and paid according to how they coached and promoted women, which helped refreeze the new attitudes and

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This is experienced as a result of the desire to maintain status quo. In some organizations, a minor change to the responsibilities of the organizations requires much time and resources (Want, 2006). Change can lead to conflict. Individuals become attached to things they consider as the norm of their workplace. When change occurs the employees have difficulty of letting go of the status qou.

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Furthermore, Olsson presents us with another alarming fact that show that not only it is almost impossible to get promoted in Walmart, it is more difficult to get promoted if the employee is a female. According to Olsson, “Wal-Mart today has the same percentage of women in management that the average company had in 1975” (5). In other words, the percentage of women in management did not change from 1975, when women weren’t equal in a work atmosphere as they today. Olsson provides statistic that improves her argument and reveals Walmart unfairness.

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We are constantly devalued and go unrecognized for not only being contributors but because of our kind and sometimes sensitive demeanor. And this is very much important to gain insight in this book because in higher up positions in the business field you begin to see the difference in men and woman. Men are raised to be the bread winners and ones who provide while woman are taught to act like a lady, respect man, and literally make ourselves submissive to them as well as available in any situation. And seen in this book the woman are to be only considered as volunteers. Even though they do work that is for pay.

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The gender discrimination was also negatively affected output by the employees since it did not advocate for a healthy

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An Improvisational Model for Managing Change: The Orlikowski and Hofman's alternative model recognizes three types of change. Anticipated changes occur as intended. Emergent changes arise during the process. And opportunity-based changes are introduced during the process in response to an opportunity, event, or breakdown.

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According to Working Mother’s (2012) under the leadership if Rosenfield, women employees represented 38% of Kraft Foods employees and 36% of its corporate executives and senior managers. Working Mother’s (2012) reveals that while serving as the CEO, Kraft and Rosenfield realized less female leadership turnover. This was largely due to the “The Efficacy for Women program” which aided female employees in obtaining/strengthening shows skills in the area of risk taking, influencing and building

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However, there is a similar trend where the increasing growth and success of the organization lead to “greater work pressure and people starting to feel overburdened” (Dhaka, et al., 2015). “Business operations started gaining a higher priority over the well-being and integrity of people” and the overall culture was becoming unhealthy (2015). Chapter 18 describes an organization’s resistance to change as not only coming from lower levels of the organization, but with higher-level managers who are also resistant to change (Robbins and Judge 2015). Organizations often “see change as threatening” and tend to “latch onto whatever data they can find that suggest they are okay and don’t need to change” (2015). However, there are a few tactics recommended in the book that can assist with overcoming this resistance to change: communication, building support and commitment, and developing positive relationships (2015).

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In order to effect this change I decided to reflect on the change model as outlined by Kurt Lewin. This allowed me to identify and understand where I could expect resistance and assistance. Drawing from Dr Kate’s lecture on change with regard to managing change it was easy to see that Transformational style would have the greatest chance of success 1. Create the vision 2.

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Unlike Lippitt’s change theory, Lewin emphasised on teams or work groups to bring about change. The reason being people in an organisation work in groups, and that individual behaviour will have to be conformed to the groups’ norms and fundamental practices (Burnes, 2009). “Unfreezing” is the stage to destabilize the current equilibrium so as to initiate change. According to Kurt Lewin’s Force Field Analysis (Lewin 1951), behaviour is a force in equilibrium and change will only occur when there is a disequilibrium in the force. The most important step for this stage is to identify the change focus, which in this case is the implementation of eIMR in the ED.

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Since the establishment of the roles of society, women have been entitled to feminine roles that focus on family and nurturing. This roles allows for the subordination of women in the workplace since it makes distinctions between ideological constraints between genders. This opens up for the construction of gendered processes, that focus on the placement of roles that only “women” are allowed to acquire because of their practices. The author makes the example of how the managers contribute to gender gap and placement of roles that do not allow for the advancement of women in an organization. Acker argued, “…the production of gender divisions.

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When women were given opportunity to participate in the labour market they were still given low wages then man, feminism movement was associated with seeking equal human right and opportunities for women in economic activities. Organizations have now became flexibly people from different races are allowed to exercise their cultures in the work place for example Friday Muslims go to prayer at a certain time and organizations respect that,this is a reflection flexibility. Organizational culture plays a very important role in intergrating employees.the aim of strong cooperate culture is to form strong identification and loyalty within the man organizations objectives and values.the use of culture as management strategy . Corporate culture was put on agenda .according to Thompson & McHugh (2004) “This can be defined as a way in which management mobilize combinations of values, language, rituals and myths and is seen as the key factor in unlocking the commitment and enthusiasm of employees”.

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2.6.6 Queen Bee effect Groot (2010), made a research to examine the lower number of women in management positions. According to him showing queen, bee behaviour by the women manger can be due to some specific reasons. In his study he explored what circumstances does the queen bee affect shows and recommended the ways to eliminate its effect (GROOT, 2010). He took results from an online questionnaires that was answered by 244 managers both the male and the female related to national and international various organisations, working in both private and public sectors. As the end of the study no significant outcomes were received for female managers that were been counselled by male (GROOT, 2010).

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Kanter clarified some of the problems women face in organizations that are still present today. Kanter used a structuralize model, on where she discussed how women are a class without power who performs routine services while the men in viable positions constitute the real power to reward themselves and shape the system as a whole, one good example is a research done to show inequalities in organizations such as farming into which rural livelihoods shows that food security will not be achieved unless women farmers are treated as economic agents in their own right. While farmers often seek to increase their influence through collective action, this avenue is only of limited use to women, since most rural organizations are male-dominated and marginalize women’s voices (MG, Beatriz& M,

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The three models of change discussed in the chapter are the mechanistic, the ecological and the individual. The mechanistic change is a top-down approach based in hierarchical roles and functions, and introduces institutional change from the outside. In this model, coercive strategies in the form of rules and regulations pass down decisions for implementation so that each level is both implementing a policy made above it and making policy for implementation at the next level below. Putting into effect mechanistic change is an effective way of ensuring implementation of a common national policy throughout a nation, and that is the reason why much national curriculum change takes this form.

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From one perspective, it might serve to raise the status and value of women in management but it additionally works in ways that add to women’s underestimation in management. In this manner ladies need to be more practical and important supporters of the senior management in development, not by doing low- paid work on essential jobs, pushing through the ‘glass walls’ to become leaders in their own particular

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