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Essay / Research Paper Abstract
An 8 page paper assessing five change models: Kanter et al.'s Ten Commandments for Executing Change; Kotter's Eight-Stage Process for Successful Organizational Transformation; and Luecke's Seven Steps. Other models are transformational change and the classic Lewin's change model. The Lewin model is selected for a change initiative at a home health agency. Bibliography lists 10 sources dated 2004 – 2006.
Page Count:
8 pages (~225 words per page)
File: CC6_KSmgmtChgTheo.rtf
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Unformatted sample text from the term paper:
of the few certainties of todays business environment is that regardless of current situation, it can be expected to change given enough time. The goal is to change in
response to trends rather than fads, and in ways that benefit the business. Change is a difficult process because of the unknowns associated with it, and many organizations so
much difficulty with it that perhaps 70 percent of change initiatives fail (Higgs and Rowland, 2005). Application of theory can help, but to
date only to an extent. One author complains that most change theories are "neither narrow enough nor broad enough" (Karp, 2006; p. 3). The purpose here is to
identify five change models and assess their relative value. Five Models Todnem (2005) acknowledges the need for successful change management but complains that
current theories often are "contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management" (p. 369) and therefore are in need of
critical review. Todnem (2005) begins with three: Kanter et al.s Ten Commandments for Executing Change; Kotters Eight-Stage Process for Successful Organizational Transformation; and Lueckes Seven Steps. Other models
are transformational change and the classic Lewins change model. Kanter et al.s Ten Commandments for Executing Change The model promoted by Kanter, et
al. in 1992 and assessed by Todnem (2005) is one that contains, predictably, ten steps. In progression, they begin with analyzing the organization and its need for change and
creation of a "vision and a common direction" (Todnem, 2005; p. 369). This is followed by separating from the past and creating a sense of urgency for the proposed
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