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Introduction

An organization experiences change as it transitions from its current state to a potential that the company anticipates. Developing and carrying out a change in organizations to reduce resistance from employees and financial costs to the company while simultaneously maximizing the effectiveness of the change effort is known as managing organizational change. Organizations nowadays need to constantly adjust to changing market dynamics if they want to compete globally. Due to the globalization of the market and the quickening of technical innovations, businesses must adapt (Hirst and Thompson 2011) as such "progressive" changes might be as little as a new software application or as significant as a complete reworking of the firm's marketing plan and its capacity to operate in a globalized marketplace. 

An institution's problems are typically the driving force behind a reform plan. There are moments when wise administrators may change the corporate environment by first recognizing and then taking advantage of new opportunities in the firm or its circumstances. Realistically speaking, a "quality gap" may be a better term, and it is the responsibility of professional management to close it. The Zurich firm provides insurance coverage (Company Names Tribunal 2011). Zurich's objective is to improve the interests of consumers, collaborators, workers, and society by providing superior merchandise and services. It aims to be the world's largest major environmentally accountable corporation. They offer a comprehensive assortment of general insurance products to individuals and companies in the United Kingdom, including commercial, casualty, car, residential, breakdown cover, and health insurance and annuities (Fisher et al., 2017). The headquarters are in Swindon, although they have roughly 4,500 staff across the country. This study investigated the characteristics of the Zurich Company's transition process and hypothesis development that may be employed to implement changes. As part of the execution process rationale, this paper also looks at performance management, supervision, and mobility. Kotter's 8-step model and McKinsey's 7-S model comparability are also examined in this study. 

Answer 1. Using Examples From Organisations That You Have Either Worked For Or Researched Including The Case Study Define And Contrast The Nature Of The Change Process That They Faced And Using Relevant Models From The Course Materials And/Or Your Own Wider Reading, Demonstrate The Key Drivers For Change In Each Case.

As per Cohen and Mallon (1999), the transition may be difficult for any firm, irrespective of its size, intended audience, or familiarity with the issue. Administration may utilize various strategies to devise and implement transformative change in any firm. Zurich UK Life and General Motors will be mentioned as two companies transforming. Even though they compete in multiple markets, this has significantly impacted both firms' corporate structure and operational procedures. Adopting specific models for each circumstance makes it possible to discern the nature of the transformation in these firms.

Plimmer & Lowe (2019) state that Zurich UK Life offers benefits, retirement, and wealth management in the UK. The business has progressively increased its revenues and market share since 2010, making it susceptible to market shifts. The management decided to overhaul the working environment and restructure the business to boost efficiency. Zurich UK Life has prioritized strategy, structure, shared values, and staff while implementing changes following the McKinsey 7-S model of transformation (Kezar 2018). By making these adjustments, the company could simplify processes, enhance employee participation, and reorient its priorities from profitability to customers and workers.

The American carmaker General Motors has a long track record of achievement and is well-recognized worldwide. Two of the company's most well-known brands are Chevrolet and Cadillac. Despite this, the company's profits fell in the early 2000s due to intense rivalry. General Motors faced a severe challenge from Toyota since it was a new player in the North American automobile market. Numerous vehicle names were dropped after General Motors declared bankruptcy in 2009, despite assistance from the US and Canadian governments, and the company was sold to Chinese investors. The company's functions, costs, and ethos underwent significant changes with the new administration's arrival. For instance, reducing spending was the first step towards improving the company's poor financial situation. However, the cultural transition necessitated a change in the state apparatus to enable better and faster decisions and give individuals more authority. According to MacDiarmid et al. (2018), critical business decisions at General Motors also occurred due to a vision, framework, style, personnel, and the McKinsey 7-S model.

Based on the information above, Zurich UK Life and General Motors have many characteristics for examining changes. Both businesses adopted structural and cultural changes to speed up judgment by improving staff flexibility and the number of individuals with decision-making authority. They could lessen communication delays by increasing internal collaboration and streamlining the administrative process. But there are still many differences between the two companies' approaches to change management. To motivate its employees, Zurich UK Life's strategy strongly emphasizes creating an empowering and inspiring culture within the organization. On the other hand, General Motors used achievement rewards to motivate staff members and save costs (Helper and Henderson 2014).

The firms' corporate strategy procedures have also evolved. Zurich UK Life adopted an internally-focused plan to boost customer and staff happiness, whilst General Motors adopted a cost-cutting strategy. Both companies used a similar approach to implementing revolutionary change, but the results differed. General Motors and Zurich UK Life's transformation procedures are dissimilar for several reasons. Each time, different explanations were what caused the transformation. The Burke-Litwin paradigm states that internal and exterior elements are necessary for a change. The author's research reveals that most businesses use change to adjust to external changes like new competitors or market regulations (Santoso et al., 2019). 

A further model crucial for creating and implementing transitions is Kotter's 8-Step model, which suggests that immediacy plays a vital role in starting the reform process. The external and internal variables that drastically altered the two settings must thus be looked at. Transformation at General Motors was primarily driven by competitiveness and a declining market share (Doeze Jager et al., 2022). The market saw the entry of new rivals from Korea and Japan, which resulted in losses for the company. As earnings dropped, there was a growing sense of dread due to the imminent danger of going out of business. This evidence suggests that the shift at General Motors was motivated by outside factors. In Zurich UK Life, the situation was distinct. Regulatory changes in the insurance business of the United Kingdom in the 2010s reportedly required significant cost-cutting measures, as per Ybema & Horvers (2017). Extrinsic factors, as well as institutional factors, made the shift necessary. Among the numerous complaints made by workers were the absence of appreciation, rigidity, and a lack of teamwork. Because of the cost-cutting measures, the remaining employees were required to be able to run the company effectively. Zurich UK Life saw substantial change as a result of both internal and external variables, such as corporate culture, operational unit profitability goals, and desire.

Answer 2. Focusing On One Of The Examples You Described In Question 1 Identify The Key Stakeholders. How Might Senior Management Have Identified The Main Areas Of Support Or Resistance To Any Planned Change? Discuss How Resistance To Change Should Have Been Ideally Managed. 

Organizations may gain from pinpointing key stakeholders responsible for promoting or thwarting change. Since the adjustment affected the whole company, approximately six separate stakeholder groups were engaged. Customers had a significant role in the company's evolution, first and foremost (Vos and Rupert 2018). This is primarily due to the continuing changes in the company. Private communications were streamlined so that the company could provide its services more affordably. On the other side, the new business strategy's main objective was to make customers happy. As a result, the business was in a better position to address the needs of its intended customers while creating new products.

The second group of stakeholders consisted of those who had been let go but had yet to be substituted. As was earlier, internal policies and unhappy hierarchy were major organisational reform accelerates. Making employees feel valued and motivated was a vital component of the reorganization's strategy for improving morale and satisfaction at work. Employee participation was used in the planning and evaluating of the change, allowing for the expression of views and preferences on a range of topics (Crawford and Nahmias 2010). The company's new organizational structure gave people more authority and increased their motivation, which helped to enhance employee satisfaction. 

The third group of change implementation stakeholders was the organization's management, and it was up to them to plan and carry out the transition. This team was motivated by the dynamic process for various reasons, including the possibility that their accomplishment would increase Zurich UK Life's bottom line (Klumpp et al. 2019). The same justifications apply to the stockholders of Zurich UK Life, who are also participants in the change process. If the firm could enhance its market share through improved productivity and customer-focused strategic initiatives, shareholders would profit from more enormous dividends. This group of stakeholders may also represent a possible area of change resistance since they stand to lose financially if the transition process fails. And last, the Zurich Group played a significant role as a stakeholder in the transformation (Bokareva et al. 2021). The business, however, was interested in any financial advantages that the restructuring may have brought about for its UK office (Lorenzi and Riley 2000). Similar problems with bureaucracy and the performance of employees are faced by a number of other businesses as well as Zurich Life. 

Top-level management may have identified the main factors influencing support for and opposition to the suggested change by critically investigating the primary stakeholder groups. By doing this, the interests of the main actors were more clearly defined. For instance, even though customers value high-quality services, investors may have been worried about the change's increased costs. There was a fair probability that shareholders and customers might have helped with part of the required funding (Savage et al. 1991). Confidential surveys or questionnaires may have been used by the business to obtain employee input on the planned change. This exercise benefits the transitional phase since employees may have differing opinions on change inside the firm. Schmutz (2021) says that many of Zurich UK Life's long-standing staff members may be a significant source of opposition to any modification of their working circumstances. Younger employees, on the other hand, who has previously worked for businesses with a more straightforward organizational structure, are more inclined to embrace and welcome the change. 

To achieve favourable performance and guarantee a flawless deployment of a new policy or program, it is essential to overcome barriers to change. There are several ways to overcome opposition and improve employees' attitudes towards organizational change. It's crucial to pinpoint the employees who are most likely to object to the change and then utilize business methodologies to agree with them. According to Shaqrah (2018), a vital part of a productive workplace is for workers to feel respected and heard by their managers. Therefore, executives must consider the opinions put up by workers against the reforms. Management ought to have asked employees resistant to change for their views and recommendations on how to strengthen the plan.

As a revised plan for handling opposition, facilitate improved communication and present a detailed change plan. This strategy may have been advantageous, given that employees often dread change. People may feel anxious due to the move because they fear having their workload increased, losing their jobs, or having internal procedures become more difficult (Alam, 2017). Therefore, managers must explain why they must act in the current circumstance and offer their opinions on how activities will be organized due to the change. Additionally, management has to support any queries or worries staff members may have about the change and act quickly to address them.

Zurich UK Life might have prevented and reduced opposition to transformation by using participatory decision-making as a last measure. Regular workers may see change preparation as weird and risky since they aren't included in the procedure. For this reason, a professor thinks that conversations regarding organizational change should incorporate participatory approaches to decision-making (Lewis 2007). By integrating them in the discussion and preparation of the changes, Zurich UK Life executives could have ensured that employees had a complete understanding of the strategy and could engage in it, enhancing the tolerance of difference.

Answer 3. Using An Example Of Change From Either Your Own Experience Or From Your Own Research, Evaluate How Effectively You Feel The Change Process Was Managed In Terms Of The Issues That Surrounded Knowledge Management, Knowledge Tracking And Knowledge Migration. Justify Your Conclusions In Terms Of Both The Implementation Process And The Outcomes Achieved. 

Consumers of Zurich, UK, employ applications as part of their internal workflows; as a result, the company primarily relies on the interchange of innovative concepts and valuable information. Zurich UK is expanding its market share and promoting the creation of new products; its senior executives are aware of the need to put in place an extensive knowledge management system (Rahim 2017). The organization's goals for the transition process included increasing operational effectiveness, retaining the right people, and promoting employee retention. When creating a planning process, Zurich UK employed McKinsey's 7S model to assess the industry's information requirement. The research found that knowledge management must be included in all aspects of the ongoing basis, including projects, human resources, performance assessment, and expertise (Fisher et al. 2017). So, there has to be a significant transformation of the company's business goals and strategies. On the basis of the needs assessment, change plans that included many phases were created. The initial stage of the industry's "corporate brain" programme was to create and implement a library of knowledge, ideas, and best practices. To boost intelligence gathering inside the organization, Zurich UK also attempted to encourage internal interaction. Making sure that best practices were accessible to all employees and were maintained up to date was another worry for management (Kelman 2017). 

Other objectives for Zurich UK were durability and a willingness to accept new concepts. These goals were made possible by establishing two-way communication, internal support systems, and regular training. A distinct organizational learning group was established to monitor the procedure and manage the numerous adjustments (Kezar 2018). The phases of Kotter's eight-step change model are replicated in Zurich, UK; however, the company has modified them to suit its requirements. When ranking Zurich's process according to organizational learning, the new system's capacity to create, preserve, and make information accessible is crucial. Creating an IT service that all employees could use to exchange knowledge was the firm's main goal during the system design phase. Each tool was responsible for maintaining and making various types of papers accessible. To clear up confusion and improve staff buy-in, all staff were given instructions on how to use each product (O'Neill et al. 2020). 

The benefit of Zurich UK's method is that it enables rapid information tracking. The company established a central information repository that was open to all employees in order to enhance the accessibility of information. To prevent the reuse of ideas, personnel were provided with the resources they needed in accordance with the proper standards and best practices. Each document was created using a different technology, which poses some problems (MacDiarmid et al. 2018). Staff may have yet to be able to benefit from knowledge-sharing opportunities after rigorous training because they were not comfortable with the new system. Considering the goals of the initiative and the intricate procedures of Zurich UK, there are various advantages to creating a single, centralized knowledge gateway, providing links to all data sources. 

 The integration would have been easier if this had been done, and material might have been better tracked and managed. Although it is legitimate to want to employ a variety of solutions, more is needed to help the organization achieve its information management goals. The company's transformational change boosted collaboration, which opened up opportunities for additional inclusive settings development (Grigorescu et al. 2019). Employees may generate and modify files collaboratively thanks to SharePoint, and a Wiki portal created as a component of the firm's corporate effect has been demonstrated. The strategy also placed a strong emphasis on teamwork and problem-solving techniques. 

It positively affected information management, monitoring, and migration because of the desired shift. One way staff members may discuss issues is by establishing manuscript teams (Mizgier et al. 2018). On the other extreme, the two technologies made it easy to locate the creators and owners of different articles and quickly get the necessary information. The last element of the planned changeover in Zurich, UK, was a cultural shift. The firm's complex organizational structure made internal communication challenging. As part of Zurich UK's cultural change, management and staff were urged to use transparent, two-way lines of communication. Managers discovered that open channels of communication were a priceless tool for quickly getting necessary information and documentation to their employees when it related to expertise relocation (Santoso et al. 2019). Through two-way contact, employees were able to voice their opinions and problems.

This modification benefited the industry's information flow as well as Zurich UK's imaginative and innovative processes. The emergence of two-way communication channels also made it simpler to implement anticipated modifications (Doeze Jager et al. 2022). Employees who objected to the change had an opportunity to express their thoughts. On the other side, those who were driven by change can provide their ideas and suggestions for improving the plan and getting better results. Following the migration to Zurich, UK, there were no notable problems with intellectual capital, relocation, or monitoring. Even if several aspects of the program might have been enhanced, the changes had many positive effects on both managers and employees and promoted an innovative and creative culture within the company. 

Answer 4. Compare And Contrast Any Two Models That Help Senior Managers To Diagnose And Plan Change In Their Organisation. Discuss Their Role In Supporting The Success Of Such Processes. 

The McKinsey 7S model is endorsed as one of the most well-known business restructuring frameworks. The concept claims that both physical and soft elements go into the organizational design (Ybema & Horvers. 2017). On paper, it is possible to identify and specify the complicated elements. Because most businesses are familiar with the plan they employ to increase sales and get a larger market share, the approach, for instance, is seen to be a troublesome aspect. The terms "platform" and "framework" relate to a company's inner processes and practises.

Lozano (2022) asserts that the company can have greater trouble recognizing soft factors than tricky bits. In McKinsey's approach, for instance, moral principles are a soft component because most businesses need to explicitly state their values or commit to their employees' beliefs. Another factor that should be taken into account when creating a plan for organizational growth is personnel (Vos & Rupert. 2018). Using McKinsey's 7S model, management should evaluate each component's current state and make a note of any shortages or inefficient parts. Then, executives may formulate a plan for how these elements ought to function in order for the organization to succeed. The firm must create and suggest adjustments based on the present and projected futures for the components. Several organizations have broadly embraced John Kotter's 8-Step Change Model. To achieve a successful transition, executives must take several actions (Ouriques et al. 2019). Here are the steps in detail:

  • Adding a sense of urgency.
  • A leading coalition should be established to advance the transformation.
  • Getting a precise understanding of the outcome. 
  • Continue to let the team know what the vision is 
  •  Motivate team members and leaders to work for the long-term objectives of the firm.
  • Making it feasible to succeed immediately. 
  •  Maintaining the previous gains.
  • Including cutting-edge management, operating, and other practises. 

As can be observed from the details provided, there are several notable similarities between the two models. Both models predict that all Zurich UK employees will be able to attend to how the business will develop. Second, both of the chosen conceptual frameworks acknowledge the significance of including employees in the development and implementation of transition (Klumpp et al. 2019). The Kotter model is essential because it emphasizes the importance of proper guidance, transparent and open communication, and opportunity for individuals to feel empowered and in charge. A thorough evaluation of the personnel is also an essential initial step in the 7S model created by McKinsey & Company. 

Finally, both methods show that a single department or team cannot implement transformation in Zurich, UK. Both McKinsey and Kotter concur that transformation is a complex procedure that necessitates the participation of all employees, irrespective of their position. In the main conclusion, both models indicate that reform cannot be implemented by immediate supervision or a leader (Oprea et al 2018). While Kotter's 8-Step model asks for the creation of a guiding coalition to assist planned change, McKinsey's method requires a management team to evaluate the current situation. These two models share certain similarities based on how they view change and perceive the transition process. 

Despite having a similar appearance, Kotter's eight steps and McKinsey's seven steps are very different. The first distinguishing factor to observe is the function of each model. While Kotter's model serves as a blueprint for executives all across the process of change, from strategy through servicing, McKinsey's model can only be used during project planning. As a result, the two models may be used to evaluate the issues and implement change initiatives to address them successfully. Kotter's methodology does not consider the influence of worker attributes on a conversion process' performance. Staff values and abilities must be evaluated as part of the 7S model and incorporated into the company's transformational vision. On the other hand, Kotter's approach excludes staff ability assessments and training, which is a drawback. 

There is a similar divide concerning the impact of job enrichment and motivation on transformational change. The 8-Step method might assist business executives in developing an energized workplace culture while also motivating their workforce through modest goals and immediate accomplishments (Schmutz 2021). Changes planned and implemented according to Kotter's methodology are less likely to encounter resistance and provide leaders the opportunity to increase employee performance. The McKinsey 7S model does not emphasise good internal collaboration or encourage workers to participate actively in the change-implementation process.

Notwithstanding their shortcomings, these approaches have the ability to support an organization's transformational path. Leaders may deliberately plan and carry out a change using either strategy. As a result, management finds business transformation to be simpler. Additionally, each change must be carefully executed and planned to ensure that the metamorphosis improves the organization's activities, profitability, or effectiveness (Shaqrah, 2018). Both the Kotter and McKinsey 7S models encourage workers to engage in a proactive role in transformation, which may help develop a corporate structure with common beliefs. A company may simultaneously carry out change initiatives with both paradigms in effect to profit from both at once. The following theories and models gives a clear perception about the change in organization in respect to the two companies and their work structure.

Conclusion

A challenging endeavour needing careful strategy and execution is changing an organization. A challenging undertaking that requires adept management is guiding a company through a period of transformation. Good leaders make it easy for themselves and their teams to adapt to a new business method. Being a team leader during a transitional period is a challenging assignment. In addition to having to manage change as a manager, leaders also have to lead. Therefore, individuals in charge must comprehend exactly how and why transformation will be implemented. They shouldn't concentrate on making a change only for the sake of making a change. 

One cannot overestimate the value of a well-planned method of change management. Changes should only be forced onto employees with enough planning and consideration for the company's business culture. Management must integrate cross-departmental activities in order to prepare for a transition adequately. Organizations should use a pragmatic approach to transition since there is a risk in adopting too much reform at once. Change must be thoughtfully contemplated and carried out logically and systematically. Every employee in the organization has to be well-informed and given the opportunity to be heard before the help improve the quality process can begin. Some academics contend that the purpose of managing change is to create order and stability, and management is largely accountable for this perceived order rather than feigning that processes are already well-organized and disciplined. Companies also need to have the right frame of mind and mentality to handle the changeover from one stage to the next. A successful business may affect change as opposed to being impacted by it. However, successful execution must always be an underside approach, even if senior management makes the conscious choice to make a shift.

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