Change Model
In any business set up, change is salutary for the purpose of growth. There is a lot of dynamism in the investment arena hence organizations must always implement change to fit into this dynamism otherwise the organizations that do not comply will find it difficult to remain competitive in the market.
For the small short term change that involves opening of a store in Shanghai, China then the Lewin’s model would be suitable. This model takes into account the need for change and is in three stages. The first stage is to have a clear understanding of why the change has to take place. The employees of the company will be briefed on the need of the expansion in Shanghai. The challenges that are facing the company, the market in Shanghai as well as many other factors that call for the expansion are outlined. The communication must be done in a simple and understandable manner (Cellar, 2007). This will act as a motivation to the employees as well as the management. The second stage is to implement the expansion. Probably some employees and senior managers will be required to go to Shanghai, China to work in the new store. At this stage the employees are told the benefits they would reap from the implementation of this change. For those employees moved from other stores, probably they would be given higher salaries as well as enjoying other benefits. This will motivate them to see to it that the new store picks up and expands rapidly.
The management should have a hands-on on the change process for it to be effective (Weiss, 2012).The final stage is to refreeze (Tara, 2007). This involves proper job description for the staff of the new store. There might be a slight change or addition of roles, hence the need for job description. This process will allow the staff to internalize the needs of the new customers, their tastes and preferences as well as their culture. This will help in the attraction and retention of customers. The staff for the new stall must be thanked for sacrificing their efforts in ensuring that the new stall picks up. The employees will be affected in that some will be relocated to oversee the expansion process while the management will be involved in the process of choosing the people to be relocated to the new stall. This model is applied in stages which makes it easy and simple for the opening of the new stall in Shanghai. It is also useful for short term changes (Tara, 2007).
To open additional stores in Brazil, Russia, India, and China (also known as the BRIC countries), the Kotter model will be applicable. This model is in eight stages (Hiatt & Creasy, 2004). The first step is to create awareness within the organization that there is a need for expansion into the BRIC countries. Opportunities available in these countries are examined. The customer segment is also notified on the arrival of a new organization that would meet their needs. Thereafter, a coalition is build which will convince the management and the employees on the need for expansion. This is where a team is formed which will influence the new change. The team should be strong and well represented. This includes employees and managers from different department of the organization. A vision for the expansion is created. For instance after the opening of the new stores, what will be the expectations in terms of sale volume? A short statement to act as a vision is used. This vision is communicated to the other members of the organization including the management. The communication should be frequent and powerful to capture the attention of other parties.
There are many obstacles to change. Such obstacles must be removed from the change process. For instance different in cultures and language barrier. This can be done by training people on the cultures and language. Those resisting the change are identified and educated on why they should embrace this change. Then short term wins are created. For instance when the store in Shanghai becomes successful, then this can be used as an example to let people know that the expansion is fruitful. This will act as a motivation for the success of the other new stalls. It is also important to choose targets that can be realized within a short period of time. For instance, the sale volume for three months may be used as a target. After the expansion, maintain the change. Ensure that the customers are satisfied as well as employees happy with the sales they make. Finally, the new stalls become part of the new organization and any one of the employee can work there just like they can in other stalls (Tara, 2007). The change must be supported by the management, new employees as well as the existing employees. There must be change of leadership to ensure that majority of the people are involved in implementing the change. This will assist in the implementation of future changes within the organization. This model is good for long term changes and is sequential hence easy implementation.
The employees and the management will be part of the implementation team. The management will be tasked with the support of the change and in identification of the key personnel in effecting the change.
References
Tara, C. (2007). Lewin’s change management model: Understanding the three stages of change. Retrieved April 12, 2007 from http://www.nwacademy.nhs.uk/downloads/documents/microsite_ests/86_1722011_lewin_s_change_management_model.pdf
Weiss, J. (2012). Organizational change. San Diego, CA: Bridgepoint Education, Inc.