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Kotter的8步变革模型——Kotter's 8-step change model
Next step is to generate short-term wins. This means planning for visible improvements in performance or wins, by creating short term goals and assisting the employees to accept the change by celebrating their progresses and creating these wins (Kotter, 1996). This means to recognize and reward people who make these wins and progresses possible. The seventh step is consolidating gains and producing more change. This means that the organization should keep on influencing more changes even after the short term goals are accomplished. After every small win, analyze what was right and what needs improvement (Kotter, 1996). The final step is to anchor new changes in the culture in order to make the change permanent. This means making the change fit into the organization's culture and practices and developing means to ensure leadership development and the successions (Kotter, 1996).
However, there are some drawbacks with Kotter's eight step model and these should be taken seriously while implementing the change model. One major drawback is that the organization cannot skip any of the steps mentioned above or the change process will completely fail. The other disadvantage is that this change is a very long process and takes a lot of time and resources within the organization. And according to Kotter (1996), there are eight errors associated with his eight steps to change management. These errors are to be eliminated during the change implementation. If the sense of urgency is not created, if something is not achieved early during the effort then nothing is worth. In failed transformations, there are plans, programs and directives but there is no vision. And if there is a proper vision, it is not communicated effectively throughout the organization. Sometimes, there is no power or time to get rid of obstacles but action is important and these must be confronted and removed. There is no planning of short term progresses and successes and sometimes the victory is declared too soon which results in even bigger problems (Kotter, 1996).
麦肯锡的7S模型：——McKinsey 7S Model:
McKinsey's 7S model was created by the consulting firm McKinsey and company in the 1981. Ever since then it has been extensively used by practitioners and academics to analyze hundreds of organizations. McKinsey and company conducted an applied research in business and industry for which they used this model to analyze more than 70 large organizations (Pascale and Athos, 1981; Peters and Waterman, 1982). The McKinsey 7S framework was created as an identifiable and easily remembered model. There are seven different variables which work together to form a model: strategy, systems, style, staff, skills, structure and shared values (Waterman, 1982). The model's outline, as shown below, was also designed to demonstrate the interdependency of the variables. This can also be termed as ‘managerial molecule'. The elements embodied in the model were thought to be of critical importance to managers and practitioners as the authors reflected that all variables were present within complex organizations (Peters and Waterman, 1982).
麦肯锡的7S模型：——McKinsey 7S Model
Strategy is the plan of action an organization prepares to response to or alterations in its external atmosphere. Strategy is made different by well thought and often well practically researched policies or operational actions. It deals with three important questions: where is the organization at present, where the organization wants to be in a period of time and how it should get there? Therefore, strategy makes the organization to transform from current position to new position depicted by objectives with respect to the limitations of the abilities or the potential (Ansoff, 1965). A structure is when a business has to be organized in a definite form of shape. Depending on the objectives and culture, organizations are formed in a variety of ways and the structure shows how the company performs and operates (Waterman et al., 1980). Conventionally, the businesses were designed in a hierarchical way with many departments and divisions where each of the departments was responsible for their specific task. There were many operational divisions all reporting to the upper level management. In McKinsey 7S model, the main idea is to make the organization more flexible and eliminate the middle levels of management by empowering the employees to do their work (Boyle, 2007). In order to support and implement the strategy, every organization has some systems and internal processes. By systems, McKinsey and company means the portion of the model that represents the procedures (formal and informal), processes and routines that make the organization work. Furthermore, in order to make the decision-making quicker, the organizations are simplifying and updating their procedures by improvement and using new technical know-how. The emphasis here is to make the systems more user-friendly (Lynch, 2005). Management styles and cultures vary from organization to organization. It includes all the long-term features of the organization which are developed over the time such as values, beliefs and norms. Traditionally, businesses were influenced by a military style of management and cultures were strict. But from the past 20 years there have been many efforts to change the culture to be more friendly and pioneering. So style/culture remains important concern in the implementation of any change in the organization (Martins and Terblanche, 2003). Organizations comprise of staff in the form of humans and it's the people who help organizations to reach their goals in the progressive knowledge-based society. Thus, the human resource is the most vital part in the strategy of the organization. It is important for any organization to build confidence among the employees about their future and career growth as an encouragement for hard work (Purchell and Boxal, 2003). Skills indicate the abilities and competencies of the employees and the organization to evaluate its capabilities which are essentially required for success. However, one major issue may be weeding out old skills which can result to be a major hindrance in change implementation and can result in preventing the development of new skills (Channon, 2010, www.blackwellreference.com). Shared values are the center of the model and it is what the organization believes in and replies on. The business is built on some common fundamental ideas which are shared by all members in the organization. This is important because it keeps the team spirit alive and motivates the members to work together towards a common goal. Some organizations which have weak common ideas and goals may find their employees following different directions and different personal goals that may even conflict with others in the organization (Martins and Terblanche, 2003).
In order to use the 7S model within the organization a thorough case study or wide-ranging material on the organization under the study is required because all the parts of business and all major parts of the organization are covered in this model. Therefore, it is necessary to gather as much information about the organization as possible from different sources such as organizational reports, news and press releases. However, primary research in the form of interviews along with the literature review is much more beneficial (Waterman, 1982). All the seven variables of the 7S model discussed above are normally categorized as soft and hard components. Strategy, structure, and systems are the hard components because these are easy to identify in the organization as they are well documented and have an evident. These are observed in the form of tangible objects and reports such as strategy, statements, corporate plans, organizational charts and other documents. The other four Ss are very difficult to comprehend. The elements of corporate culture such as the capabilities, values and elements are continuously developing and are altered in the organization during the work. Therefore in order to understand these aspects, it is necessary to study the organization more closely generally through conducting interviews and through observation. However, it is possible to make some linkages between the hard and the soft components (Boyle, 2007). The most challenging and the difficult elements of any change management strategy are the soft components. Generally it is difficult to manage the variation in culture and getting over the staff resistance to changes particularly the one that changes the power structure of the organization and the innate values within the organization. However, these factors can leave a huge impact on strategy, structure and the system of the organization if they are altered. There have been a tendency to have a more open, flexible and energetic culture in the organization over years and it is not easy where the traditional culture has been dominant for years and therefore organizations find it difficult to manage the change. This is because the central attention lies on the hard components only and the softer components are ignored a lot resulting in a failure. Similarly, it is important to take more time in understanding the soft elements and effort should be made to comprehend the organization's softer aspects while analyzing an organization using the 7S model because these values in reality move the organizations by upsetting the decision-making at all points in the organization. Therefore, to achieve higher results, the researchers must analyze the cultural aspect of the structure, processes and decisions in detail (Price and Chahal, 2006).
However, after looking at meaning and working of 7S model within an organization it is clearly noted that this model has two main disadvantages. First it all the parts are interrelated, so all portions must be taken care of and if one or the other part is changed, all parts change and this may result in the breakdown of the organization. The other drawback is that this model ignores the differences which have resulted falling of organizations from the top.
结论——Conclusion:
To conclude, three models are used in the research above. All the models are explained thoroughly in context to their use within the organization to change. Though all the three models are useful depending on the structure and strategy of the organization and the situation in which these should be implemented these models have a few drawbacks as well. However, overall the best choice among these models is Kotter's Eight Step Change Model. It is simple to use and it fully prepares the employees of the company before the vision is created that means the actual flow of information and the adapted form of culture is easy to understand for the employees in the long run.
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