Article Review Example | Topics and Well Written Essays - 750 words - 1

Review - Article Example The previous three models of strategic change were based on the preferred methods indicating how companies can bring about fundamental changes in their work in the best manner. The first model emphasized almost exclusively over the senior management for the planning and implementation of change. This planning oriented model had several issues in the implementation phase of the planned change, such as time, speed, resources, etc. which were often found to be inadequate in comparison with the previously considered options during the planning phase. Also, the middle managers were often not committed to the planned change since they were not involved in the planning process and thereby, have difficulties in understanding the proposed plan. Though, these middle rank managers have important information and ideas to contribute to the planning of the desired change. Hence, the second model was developed that focused on the implementation phase by including the middle managers in the formulat ion of strategic change plans, where detailed execution schemes were also discussed and developed. However, the organizations still experienced a number of implementation issues such as inadequate progress, broad systemic issues (norms, culture, policies, rewards, management styles, etc.), unexpected delays and organizational resistance. Thus, the third model came into existence focusing on the readiness for change but still there were problems like broad scale resistance, time limits, and emergence of new problems not been anticipated before during the planning phase. The unusual aspect of this model had been the involvement of employees, customers, suppliers and other key stakeholders in the implementation process. Due to the drawbacks of the previous three models, the fourth model of strategic change that is called ‘the learning organization’ is under development right now. This new model engages everyone, involved in origination, in the identification and resolution of the problems, all of the time. Summary of the Author’s Conclusions and/or Recommendations The plans developed under the learning organization model are not just the concepts of top management but are also completely shared and supported by the people involved in the development of these plans. The learning organization model improvises change by means of small rewards, experiments and institutionalization of success across the organization instead of just executing plans by the numbers. The true form of the change is gradually revealed by the creative and spontaneous actions of the people across the organization. Accomplishments and successes are bolstered and institutionalized with the passing time, which changes or augments the formal structures, systems, and procedures of the organization. This model selects the action, reflects and modifies the course as it goes that improves the speed and effectiveness of the implementation of the planned change. However, there is a danger that this model will lead to its own quick fix solutions in a box and that this model will be recognized as the ultimate solution for the problems like surprise and stagnancy. Thus, this new model recognizes that any specific plan or program can be unsuccessful. Even