Managing Change Part III
April 02, 2014
Managing Change Part III
McDonald’s has continued to make progress in making a healthier fast food restaurant chain, that brands itself as a restaurant, which makes healthy food a significant part of their value proposition. McDonald’s has developed plans to make major changes in the marketing of its menu, by increasing the accessibility of healthier food options. This is done to provide consumers with a variety of options to make a knowledgeable decision. Other changes McDonalds will make, is the promotion and advertising of happy meals. McDonald’s will begin marketing and promoting only milk, water, and juice as a beverage in Happy Meals. In addition to provided substitution for sodas in happy meals, McDonald’s also plans to change their package design to create enthusiasm for vegetable, fruit, low/reduced-fat dairy, or water for kids. With all the changes McDonald’s has plan to implement in regard to their menu options, a plan has to be put into place to manage the change. One may I ask, how can you manage change? One way change can be managed is by using a change model. In this paper, team b will identify the change models and apply the appropriate change model to McDonald’s plan to providing healthier food options. Also, develop a communication plan specifically for McDonald’s menu option change. Nadler and Tushman Congruence Model
Some changes are stimulated from external changes such as economic, cultural, political, and technological. Different types of organizational model changes come into play, and the business or organization management will have to find what model will best fit their needs. The congruence change model was developed by David Nadler and M. L. Tushman in the early 1980’s this model is based on four key components. Those four key components are tasks, people, culture, and structure. This model is easy to understand, and implement by taking a look at the processes in the businesses itself, and making the best decision possible to make the company or organization sustainable. As a whole the model gives the dynamics of what occurs within an organization when trying to fix what is going wrong within the company.
Tasks are the first elements of the model you have to understand that work is the foundation of the organization performance this means all tasks must be identified to see how the workflow is processed. People are the second element meaning you know what work needs to be done, who does the work, and what type of work needs to be done. Third, organizational structure identifies the structure of the organization and what systems and processes need to occur. Last element, is the culture which how is the work going to get done which depends on the belief, motivation, commitment, and attitudes. Culture is the biggest element and has the most influence on the whole model. There are three distinct groups for the Nadler and Tushman model, input, transformation, and output. Input includes the environment in the business or organization operates both tangible and intangible, and also the basic culture of the company. Transformation is basically includes the system that is in place to help the company make the necessary changes that they feel that are needed to be met, and occurs at both the input and output level. In the output process, these changes will occur at the group, or individual which means making sure all changes that need to be made are made. Lewin Change Model
The Lewin Change Model was introduced in 1947, much has changed since it was first created; however, the principals of the change model still remain the same. The Kurt Lewin model has three pertinent stages, which are Unfreezing, Change, and Freezing. Many critics state that the Lewin model is quite simplistic; however businesses still use it today, and find quite helpful.
Unfreeze is the process that sets the stage before all changes occur. In this...
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