Fill This Form To Receive Instant Help
Homework answers / question archive / Our world continues to change, and therefore, people and organizations must change accordingly
Our world continues to change, and therefore, people and organizations must change accordingly. Various researchers have created change models that have been throughout the years. One of the most highly regarded models is Lewin’s change theory, which has been utilized by many researchers. In fact, Lewin’s theory has been expanded upon, by other theorists, and continues to serve as a foundational base for other change models. As explored in our Interactive Lecture and required readings, Lewin’s model includes three foundational steps: (1) unfreezing, (2) change, and (3) refreezing. These three steps are aspects utilized in other change models.
For this Critical Thinking Assignment, you are required to select an organizational change that you believe must occur in a company that is located in the Middle East. Based upon the selected company, do the following:
********Your well-written paper should meet the following requirements:
SEU ACT500 Critical Thinking Quantitative Rubric – Module 02 Exceeds Expectation Meets Expectation Below Expectation Limited Evidence 15-20 Points 9-14 Points 4-9 Points 0-3 Points Includes all of the required components, as specified in the assignment. Includes most of the required components, as specified in the assignment. 12 - 16 Points 8-11 Points Content, Research, and Analysis Requirements Problem 2-1 All components are correct, with no errors or omissions. 12 - 16 Points Problem 2-2 All components are correct, with no errors or omissions. 12 - 16 Points Problem 2-3 All components are correct, with no errors or omissions. 12 - 16 Points Problem 2-4 All components are correct, with no errors or omissions. 12 - 16 Points Problem 2-5 All components are correct, with no errors or omissions. Total points possible = 100 Some significant but not major errors exist. 8-11 Points Some significant but not major errors exist. 8-11 Points Some significant but not major errors exist. 8-11 Points Some significant but not major errors exist. 8-11 Points Some significant but not major errors exist. Includes some of the required components, as specified in the assignment. 4-7 Points Some major errors or omissions exist. 4-7 Points Some major errors or omissions exist. 4-7 Points Some major errors or omissions exist. 4-7 Points Some major errors or omissions exist. 4-7 Points Some major errors or omissions exist. Includes few of the required components, as specified in the assignment. 0-3 Points Fails to demonstrate adequate comprehension of the concept. 0-3 Points Fails to demonstrate adequate comprehension of the concept. 0-3 Points Fails to demonstrate adequate comprehension of the concept. 0-3 Points Fails to demonstrate adequate comprehension of the concept. 0-3 Points Fails to demonstrate adequate comprehension of the concept.
Leading the Process of Organizational Change
Introduction
Organizational change refers to the fractional or complete implementation of innovative goals, notions or conducts by the affiliates of a company (Odor, 2018). From a larger viewpoint, this denotes a constant revolution that occurs in certain business fields. Ideally, this transition tends to stem from the different inconsistencies that are perceived from the ecological vitality of firms. More specifically, the change materializes through a chain of undertakings that reinforce the procedures of the enhancement in the competences of the people and assemblages that operate in businesses. Thus, the major objectives of this change normally concentrate on the improvement of organizational output, the inhibition or eradication of crises in corporations, and the aptitude to bear other market players and external environments, to mention but a few. As such, this paper addresses a mandatory organizational change within a Middle East Company, and also explains the prospective ways for its successful implementation via the Lewin’s change management model.
Overview, mission, vision, values, and industry of the Company
Saudi Arabian Oil Company, abbreviated Saudi Aramco, pertains to a government possessed oil firm that was launched in 1933, with its head offices positioned in Dhahran (Comparably, 2021). In particular, the mission of the enterprise is to generate the compounds and power that not only propel universal trade, but also improve the daily existences of individuals all over the world. Essentially, this operation is normally realized through maintaining a continuous distribution of energy to its consumers on an international scale. For its vision, Saudi Aramco mainly focuses on capitalizing on its profits, enabling the maintainable and broadened extension of the economy of Saudi Arabia, and facilitating a transnationally viable and vibrant segment of energy in the Kingdom. Ultimately, the main values of the company include social responsibility, integrity, liability, merit, and safety.
Regarding its industry, Saudi Aramco involves itself in the analysis, manufacturing, conveyance, and retailing of both natural gas and unrefined oil throughout KSA and the globe, and it has thus hired over 65,000 employees universally. In particular, the leading trade of the company is to extract oil underground and vending it into the universal markets overseas, where its main consumers include the Indian, Chinese, and American arcades. Subsequently, Aramco functions via the upstream, downstream, and business subdivisions, which include natural oil, crude gas and unrefined gas fluids research, field enlargement, and manufacturing, and purifying, logistics, energy production, and the promotion of natural oil, gasoline and petrochemical merchandises, and associated amenities to global and local clients, respectively. On the other hand, the corporate division provides different support amenities comprising finance, data technology and human resources (Forbes Media LLC, 2021).
Rationale for Selecting the Company and detailed information for the need of a change
Fundamentally, the main rationale for selecting Saudi Aramco is that it classifies as a progressively evolving organization, especially with regard to digital technology. Saudi Arabian Oil Co., (2021) posits that constant technological investments characterize as a vital facilitator of the permanent feasibility of the firm, which assists them to strengthen their international ranks in the supply of petroleum and gas. Specifically, Aramco centers on advanced up and downstream technologies that increase the accessibility, utility, sustainability, and competitiveness of their assets and merchandises. Moreover, Ellis (2021) also asserts that the company is fast-tracking digital expertise and modernization following their recent decline in net profits by around 44%. Based on the given report, Aramco affirmed that know-how and advancement are crucial towards providing extra power with reduced discharges, and registered a business entry of about 683 American charters in 2020.
Consequently, an organizational change is necessary since technological amendments are bound to hold an effect on all the subdivisions of the organization. As Cascio & Montealegre (2016) assert, such a change necessitates innovative forms of administrative, civil, and public competences, as well as an affiliated requirement for different kinds of verdict creation procedures that the prevailing managerial configurations could fail to accommodate. In particular, technological changes can affect three main aspects of the corporate setting. These include a projected upsurge in the levels of industrial rivalries and ambiguities, essentials for further varieties and advanced value in the merchandises and assets of the firm, and more intricacies in the outward legislations and statutory modifications of the organization. As a result, all these changes are bound to incite reactions from Aramco, pertaining to its organizational structure and affiliations with their staffs and clients.
How the change effort could be successfully implemented using all three stages of Lewin’s Change Theory
According to Wojciechowski, et al. (2016), Lewin’s change model proposes that people are swayed by confining powers that oppose thrusting potencies intended to maintain the present circumstances or to initiate change. Consequently, altering the existing state of affairs necessitates companies to implement strategic transformation endeavors via his three-phase theory;
Unfreezing
To begin with, organizations are mandated to nullify their existing procedures and opinions when getting ready for imminent adjustments. Subsequently, this enables the firm to handle the transition devoid of any prejudice or unhealthy behaviors. For instance, this could entail an in-depth analysis of previous conducts, reasoning processes, practices, individuals, and administrative configurations, in order to establish the need for the transformation (Mind Tools, 2021).
Change
Secondly, Lewin identified this stage as one marked with both hesitation and dread, thus making it the most strenuous phase to fulfill. Here, workers start to acquire innovative conducts, practices, and techniques of reasoning. As a result, this requires distinct and persistent interactions throughout the organization, with the aim of familiarizing the employees with the transformation both in the course of and following implementation (Mind Tools, 2021).
Refreezing
Ultimately, this phase secures the fresh standard or current situation into place, supposing that the personnel are to embrace the rendered changes. Ideally, this stage is usually predominantly vital towards preventing groups and businesses from relapsing back to their ancient techniques and earlier lifestyles prior to the change implementation. For instance, this could necessitate applauding the realization of the transformation through different incentives, to assist individuals to get closure, express gratitude to them for tolerating an excruciating period, and upsurge their certainty in the success of forthcoming modifications (Mind Tools, 2021).
Drawbacks of Lewin’s change theory, and why I would or would not use it as compared to other theories
Gupta, (2021) argues that the main shortcoming of the Lewin’s change administration prototype is the resulting uncertainty amongst the staff members of an organization. More specifically, workers have a tendency to get worried regarding their output, after the updates concerning an innovative administrative amendment start circulating throughout the company. Among other things, such news tend to conceive skepticisms in their thoughts, with regard to their likelihoods towards carrying out their assigned roles successfully. In addition, the last phase of refreezing also poses another key shortcoming, given that excessive time frames are usually required in order to initially suspend and finally even out with the innovative modifications. Typically, this is because businesses could fail to have adequate time to become used to the modifications, as they persist to take place within difficult environs.
From a personal point of view, I would certainly use this model as contrasted to other concepts deliberated in the text. Fundamentally, this is because its principles are still extremely effective, even though some scholars perceive it as being excessively inflexible. Further, others also claim that it fails to mirror the swift speed of business in the present day, which is almost shifting regularly. For me, I would apply this theory as it mostly concentrates on human psychology and conducts, which remain consistent regardless of the constantly evolving world. Additionally, the mental balance that largely constitutes this model is still operational, which asserts that actions classify as a utility of the individual in their surroundings. Hence, this infers that it is possible to amend the conducts of people in order to mirror a different work setting (Airiodion & Crolley, 2021).
Conclusion
This paper addressed a mandatory organizational change within a Middle East Company, and also explained the prospective ways for its successful implementation via the Lewin’s change management model. From the given illustrations, it is correct to say that the effective administration of organizational transformation characterizes as a key feature for all companies, in order for them to keep on existing and succeeding in the extremely competitive and chaotic corporate surroundings of the contemporary world. Additionally, it is also evident that Saudi Aramco classifies as a constantly evolving business in its provisions and resources, which renders it a noble choice for prospective corporate modifications. In view of that, the described technological changes within the company are bound to be effectuated in a smooth manner, as depicted through the Lewin’s change model. Ultimately, the notion that the latter is still operational up to date due to its psychological alignment, cannot be overstated.
OUTLINE
Topic: Leading the Process of Organizational Change
Thesis Statement: This paper addresses a mandatory organizational change within a Middle East Company, and also explains the prospective ways for its successful implementation via the Lewin’s change management model.