Change in management is an inextricable move in every business dealings. Whenever there is need for the change, certain sure and clear steps should be implemented in order to ensure the plan towards the mission is ready for implementation. RAND’s six steps (Light, 2005) and the Leppitt integrated model are some of the models that have been built to help in implementing change. They had some commonalities as well as differences. They are both meant to help in improving the way change is carried out in a business. However, RAND came up with six steps while Leppitt had thirteen steps. The two models shed light to the fact that if change is to be executed, urgency must be created among members and employees in an organization. They both emphasize on the need to come up with the right team to help in monitoring and gearing the plan towards the change. They also both agree on the idea of building and warming up the internal structure of the organization with motivation and morale towards the change plan. RAND talks of proving that change really is worth trying whereas Leppitt (2006) emphasizing that by win towards the change should be made fast. RAND also talks of ensuring the road towards the change is clear by ensuring no hindrances are present which is further strengthened by Leppitt who talks of ensuring all the necessities are accounted for as well as a well-defined structure for the change. RAND finalizes the steps by explaining that change should be tried from time to time where Leppitt supports that through a step which states that there should be a clearly explained cycle for which change should be done. Leppitt furthers the steps by incorporating a well understood context to which strategy should be done which is accompanied by a strong understanding of the strategies and goals.
A vision statement aims at explaining the direction of the company in terms of where they are heading to and what will be the business as they strive towards that certain direction. Most times companies are not able to follow the vision statements. However, the statement can be perfectly utilized if some procedures are followed by both management and employees. The CEO and Co-Founder of ClearCompany Lavoie came up with five steps to explain the procedures. He says that a way forward must be put across which explains the vision, how to reach it, barriers along the way and the motivation to be masked. He also says that after a draft of the direction to be followed is explained, a much deeper and specific goal should now be brought forward. The vision should then be put against the strategies to be followed towards it. It should then be made clear to everyone accountable for the vision to be reached and the roles for each vividly described. Lastly, the work towards reaching the goal starts. (Lavoie, 2015).
References
Lavoie, A. (2015). How to Establish a Vision Statement Employees Will Get Behind. Entrepreneur. Retrieved February 2, 2017, from https://www.entrepreneur.com/article/245249
Leppitt, N. (2006). Challenging the code of change: Part 1. Praxis does not make perfect. Journal of Change Management, 6(2), 121 - 142.
Light, P. C. (2005). The four pillars of high performance: How robust organizations achieve extraordinary results. New York: McGraw-Hill.
