Thus organizational change theories have evolved overtime with particular emphasis on the change management process of employees in general. Lwin’s theory of organizational change is based on a three tier change management process in which a system of continuous replacement is adopted. Tus it is known as unfreeze-change-refreeze model. Fr example in the first stage the existing organizational setup is unfrozen or dismantled. I the second stage changes are introduced. I the third stage those changes are cemented. Te assumption that Lewin makes about the power structure of is basically related to an autocratic or bureaucratic organization and therefore the top management of the company will assume all the powers, b they concerned with day-to-day management decisions or organizational change (Lewin, 1968).
Tis is rather simplistic in the modern day organizational context where power relations between managers and subordinates are much more complex. Dspite this theoretical postulate fitting in to autocratic and bureaucratic organizational structures and leadership styles, tere is a still greater doubt about entrepreneurial organizations and leaderships accepting such change. I a business organization where leadership styles prevails, cange management process becomes much easier because motivation of the workforce would be based on rewards for good work.
Lwin does not seem to place emphasis on entrepreneurial organizations in his theoretical approach because according to him powers are predefined and given. Rsistance to change is inherent in subordinates because irrespective of the leadership style, oganizational structure and culture, eployees tend to look at change as something that would unfreeze their existing arrangements. Acording to Kanter power is not predetermined and organizational change comes from participation employees at all levels (Kanter, 2009).
I is a collaborative approach that recommends change to subordinates who otherwise would have doubts about the sincerity of their superiors. Acording to her the manager is the conductor of an orchestra and those employees are the musicians. Wile individual musicians have their own personal goals, te conductor himself has to make use of those individual’s skills of the musicians. I other words it is a horizontal process and a not a top-down. ..
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