Description
Instructions
The Brisson-Banks (2010) article in the required reading for this unit compares the five different change management models presented in this unit. It also describes various situational variables that could influence the effectiveness of each model. Utilizing all of the knowledge accumulated through this unit and the previous units, write a critique of the article below:
Brisson-Banks, C. (2010). Managing change and transitions: A comparison of different models and their commonalities. Library Management, 31(4), 241-252. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=https://search-proquest-com.libraryresources.columbiasouthern.edu/docview/287901868?accountid=33337
In your article critique, be sure to include the following elements:
- Evaluate different aspects of organizational change.
- Discuss the role that leader vision plays in a change management strategy.
- Discuss how effective change initiatives can influence organizational performance.
- Compare leadership styles to the models of change.
Utilize the CSU Online Library to locate two sources to use as references (in addition to using the Brisson-Banks article) that support your article critique. Your article critique should be two to three pages in length.
Be sure to include the rubric elements from the guidelines below:
- accurate identification of the premise and supporting points from the article;
- insightful and thorough analysis of information from the article, including using evidence and reasonable and compelling interpretations;
- critical thinking clearly stating your informed and substantiated opinion, thorough evaluation of article's premise, and supporting points;
- organization resulting in clarity and logically arranged points to support the proposed solution;
- academically credible sources meeting the assignment requirements and reference entries following APA format; and
- clear and concise writing with proper sentence structure, grammar, and punctuation, and free from spelling errors.
Resources
Explanation & Answer
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Running head: MANAGING CHANGE AND TRANSITIONS
Managing Change and Transitions
Student’s Name
Institutional Affiliation
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MANAGING CHANGE AND TRANSITIONS
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Managing Change and Transitions
Organizational change is inevitable in any business setup and the management should,
therefore, be prepared when that happens. Some changes are drastic and unexpected while others
are planned for beforehand meaning those involved have a workable and reliable strategy in place.
Both ways, changes are important because they facilitate improvement in organizational
performance which could be stagnated due to lack of necessary change. According to BrissonBanks (2010), it is important to have the ability to deal with change because the process can be
productive or destructive depending on how it gets handled. Additionally, an organization should
be precise about the kind of changes they want to make and should as well seek professional
opinions in specific fields. Therefore, leadership styles, organizational change, and organizational
performance are inter-related and should, therefore, be considered to run an organization
successfully.
There are different aspects of organizational change which vary but are similar in their
objectives as well. These characteristics comprise of creating new responses based on new
information, assessment of the suggested changes before implementation, the setting of goals and
laying down the expected outcome as well as the involvement of leaders and their followers
(Brisson-Banks, 2010). Depending on an individual organization, all these features become
utilized to make change productive and avoid unforeseen setbacks. Additionally, each of these
aspects has a way of being put to practice which differs from each other to help acquire the
anticipated results. The change and transition models that have been featured by Brisson-Banks
(2010) include the “3- Step Model” which incorporates three steps to help achieve organizational
change productively. The model by Beckhard as well applies in these processes as it ensures that
there are set conditions to help achieve the intended change objectives. Other models include the
MANAGING CHANGE AND TRANSITIONS
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one by Thurley, Bridges, and Kotter who ...
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