Change enabling (steps 4-6) and implementing and sustaining (step7-8).

Change is understood as doing things differently in order to
cope up with emerging changes in the organisation environment. Change in any
part of the organisation may affect the whole organisation. Change could be
proactive or reactive. A proactive change has necessarily to be planned to
attempt to prepare for anticipated future challenges. Generally it is initiated
by management. A reactive Change may be an automatic response to a change
taking place in the environment (John Lacovini, “The human side of Organisation
Change”, January 1993, Page 35.)

The
main success of implementation the change is achieved by identifying and
understanding the factors which block the implementation process. Kotter (1996,
p. 3) described blocks as the entirety of the hindrances and issues experienced
by business firms in the course of implementing change.

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Kotter’s
model provides eight reasons why process of change in an organization fails. It
means that if these eight reasons for failure is removed or their impact is
minimized a successful change process is possible. These eight steps can
broadly divided into three categories as creating a climate for change (steps
1-3), engaging and enabling (steps 4-6) and implementing and sustaining (step7-8).
So Kotter’s model can be used to assess the change process in JIPLC.

Following
the first step the senior management of JIPLC realised that a change in their
system of operations was necessary in order for them to grow in business by
increasing the productiveness of the workforce. Hence the JIPLC did not delay
in addressing the issue and realised the need for technological innovation and
new marketing strategies required in the company operations. These were the
internal factors that the company was sorting out after reviewing the questionnaire
which was distributed among all employees in the end of the year 2015. Taking
everything into account, it can be said that the sense of urgency was
established in all employees at annual conference in the beginning of the year
2016.

The
second step is to create a strong guiding coalition. The management of JIPLC
formed a team of experts from the internal executives to help in guiding the
change process of the management immediately.

In
order to succeed the third step the expert team appointed by the management
presented a new vision for favoring the success and growth of the organization.
They also suggested some strategies to achieve the vision on a short period of
time which is in the year 2018.

Communicating
the vision to the employees in a way to accept is the fourth step. The
management created a vision for the change and it is very important for the
organization to lead into the vision to its employees. The company planned to
increase the productiveness of work force. So, this may create a conflicts or
misunderstanding between management and employees of the company in
communicating vision. The top management was able to properly guide the
employees in how to respond that change from the assistance of the training and
development department during the first quater.

In
the fourth step the JIPLC management was completely failed because they didn’t
empower employees to implement that vision. Employees weren’t encouraged to
take any risks without the approval of the management and they were not allowed
to take decisions at their own. Even management never used to welcome any new
ideas from the employees during the monthly branch meetings.