Managing Change Within an Organization: Saudi Telecom Company (Research Paper Sample)

Managing Change within an Organization: Saudi Telecom Company
Managing Dynamic Environment
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Change Management
There has been a myriad of studies into the concept of organizational change, for this reason, the design, and execution of practical programs for large-scale transformation is deemed important in corporate performance. Lewin was one of the frontiersperson of significant change models (Samal & Chatterjee, 2020, p. 37). The researcher determined the change process into three essential steps, namely, unfreezing, change, and refreezing. Subsequent models that were developed by other researchers borrowed from extensions of the basic model, stressing extraordinary contextual matters(Samal & Chatterjee, 2020, p. 37). This paper explores the idea of change management at the Saudi Telecom Company. Some of the topics that the paper will cover include the six models of change, the advantages of the macro-level process in the Saudi Telecom company, and lastly suggest one single model out of the six that can efficiently sustain change within the company.
Six Models of Managing Change
Numerous change management models describe the phases of the shaping process of change(Rudnev, 2020, p. 335). In this paper, change is understood as situations through which the organization's performance requires a majority of the people in the organization to learn new behaviors as well as skills. Change models are certain sentences of behaviors suggested by researchers to the top organizational leadership during the change implementation in a certain approach of change definition. The models depicted below are from Deszca, et al, book, 2020, Organizational Change: An Action-Oriented Toolkit. The models of change include Lewin's three-stage model, Kotter's eight stages of organizational change, Gentile giving voice to values methodology, Duck's five-stage model, Beckhard and Harris’s change management model, and lastly, the change path model.
Lewin's model suggests a three-stage model of change, namely unfreeze, change and refreeze. According to Lewin, people need to comprehend the situation and strategy as a whole, and the elements and parts that make up the system. Before change happens, an unfreezing process should ensue within that system (Deszca, et al., 2018, p. 124). Unfreezing usually concentrates on the need to dislodge thoughts as well as speculations of the people that need to change the status quo. Unfreezing can take place due to a form of crisis. When unfreezing happens, people usually become susceptible to change. Refreezing usually takes place after the enactment of the change process. Lewin's model has stood the test of time due to its clarity. It is also perfect because it reminds organizational stakeholders that they cannot anticipate change