Change is understood as doing things differently in order tocope up with emerging changes in the organisation environment. Change in anypart of the organisation may affect the whole organisation. Change could beproactive or reactive.

A proactive change has necessarily to be planned toattempt to prepare for anticipated future challenges. Generally it is initiatedby management. A reactive Change may be an automatic response to a changetaking place in the environment (John Lacovini, “The human side of OrganisationChange”, January 1993, Page 35.)Themain success of implementation the change is achieved by identifying andunderstanding the factors which block the implementation process. Kotter (1996,p. 3) described blocks as the entirety of the hindrances and issues experiencedby business firms in the course of implementing change. Kotter’smodel provides eight reasons why process of change in an organization fails. Itmeans that if these eight reasons for failure is removed or their impact isminimized a successful change process is possible.

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These eight steps canbroadly divided into three categories as creating a climate for change (steps1-3), engaging and enabling (steps 4-6) and implementing and sustaining (step7-8).So Kotter’s model can be used to assess the change process in JIPLC.Followingthe first step the senior management of JIPLC realised that a change in theirsystem of operations was necessary in order for them to grow in business byincreasing the productiveness of the workforce.

Hence the JIPLC did not delayin addressing the issue and realised the need for technological innovation andnew marketing strategies required in the company operations. These were theinternal factors that the company was sorting out after reviewing the questionnairewhich was distributed among all employees in the end of the year 2015. Takingeverything into account, it can be said that the sense of urgency wasestablished in all employees at annual conference in the beginning of the year2016.

Thesecond step is to create a strong guiding coalition. The management of JIPLCformed a team of experts from the internal executives to help in guiding thechange process of the management immediately.Inorder to succeed the third step the expert team appointed by the managementpresented a new vision for favoring the success and growth of the organization.They also suggested some strategies to achieve the vision on a short period oftime which is in the year 2018.Communicatingthe vision to the employees in a way to accept is the fourth step. Themanagement created a vision for the change and it is very important for theorganization to lead into the vision to its employees. The company planned toincrease the productiveness of work force. So, this may create a conflicts ormisunderstanding between management and employees of the company incommunicating vision.

The top management was able to properly guide theemployees in how to respond that change from the assistance of the training anddevelopment department during the first quater.Inthe fourth step the JIPLC management was completely failed because they didn’tempower employees to implement that vision. Employees weren’t encouraged totake any risks without the approval of the management and they were not allowedto take decisions at their own. Even management never used to welcome any newideas from the employees during the monthly branch meetings.Sixthstep is to create short term wins. Here management needs to motivate its staffmembers by creating short-term targets for them with a degree of low failure.

But this wasn’t the case. There was no short-term win strategy planned by themanagement and it was more focused on achieving the yearly targets of profit.So employees were totally neglected in the change process and nothing was doneto motivate them like salary increase, bonuses, recognition awards, etc.

Nextstep is to consolidate improvements and encourage more change. Thereforimplementation of new vision the top management needs to change the systems andpolicies of JIPLC which didn’t support that change. But this wasn’t done. Theemployees who were more responsible to implement change were neither promotedor the company didn’t hire any additional people for carrying on the vision.

JIPLCtried to execute change with help of the existing employees