1.

Firstly, the management needs to find out the problem area, which requires the
application of this model.
2. The next step is to make sure that the organizational design is optimal. Also, through
research and benchmarking, the level of alignment of the seven elements with this
corporate design is ascertained.
3. After analyzing the degree of alignment among the seven elements, the management
has to outline the areas which demand change or needs to be reorganized; along with
the kind of modification required.
4. Next comes the successful implementation of the planned change with the help of
experienced personnel, for acquiring effective outcomes.
5. As we already know that these elements improvise from time to time, thus, they
should be regularly assessed, to maintain the organizational efficiency.

1. Pertama, pihak pengurusan perlu mengetahui kawasan masalah, yang memerlukan

penerapan model ini.

2. Langkah seterusnya adalah memastikan bahawa reka bentuk organisasi adalah

optimum. Selain itu, melalui penyelidikan dan penandaarasan, tahap penyelarasan
tujuh unsur dengan reka bentuk korporat ini ditentukan.

3. Setelah menganalisis tahap penjajaran di antara tujuh unsur, pihak pengurusan

harus menggariskan bidang-bidang yang menuntut perubahan atau perlu disusun
semula; bersama dengan jenis pengubahsuaian yang diperlukan.

4. Seterusnya datangnya kejayaan pelaksanaan perubahan yang dirancang dengan

bantuan tenaga yang berpengalaman, untuk memperoleh hasil yang efektif.

5. Seperti yang kita sudah tahu bahawa unsur-unsur ini berimprovisasi dari semasa ke
semasa, oleh itu, mereka harus dinilai secara tetap, untuk mengekalkan kecekapan
organisasi.

Advantages of 7s Model
This model has been successfully applied by many known business entities to bring
efficiency in their operations.

Let us now understand the various benefits of McKinsey 7s framework, which makes it a
popular tool in the business world:
 peningkatan keberkesanan organisasi
 menyelaraskan jabatan dan proses organisasi
 pelaksanaan strategi
 menganalisis kesan perubahan organisasi masa depan
 rangka kerja komprehensif
 menghubungkan penyelidikan akademik dengan amalan pengurusan

 When the essential components of the firm are aligned with its vision, the
organization can achieve the desired objectives in a better way.
 It helps in bringing the various departments and processes in sync with each other,
especially when mergers or acquisition takes place.
 It also facilitates the systematic application of the policies, regulations and strategies
framed by the top management.
 The management can analyze the effects of changing corporate culture, policies,
strategies, structure, technology over the organization.
 Apabila komponen penting firma itu selari dengan penglihatannya, organisasi
dapat mencapai tujuan yang diinginkan dengan cara yang lebih baik.
 Ia membantu dalam membawa pelbagai jabatan dan proses selaras dengan satu
sama lain, terutamanya apabila penggabungan atau pengambilalihan berlaku.
 Ia juga memudahkan pemakaian dasar, peraturan dan strategi yang sistematik
oleh pengurusan atasan.
 Pihak pengurusan boleh menganalisis kesan perubahan budaya korporat, dasar,
strategi, struktur, teknologi ke atas organisasi.
 It is a broad approach since it inspects each of the seven elements and their
correlation with each other.
 This model is not only theoretically developed but have been practically tested
and applied for managing business organizations.
Disadvantages of 7s Model
The McKinsey 7s model is though helpful for the achievement of corporate goals; it
consumes a lot of time and efforts of the managerial personnel, hampering the other
activities.

There are certain other limitations of this approach, which are discussed below:

 tidak mempunyai sokongan praktikal

 kelemahan dalam perumusan strategi atau pelaksanaan
 tidak mempunyai penjelasan yang tepat mengenai pelaksanaan strategi
 model yang bersifat statik
 sukar untuk menilai daya majunya
 mengabaikan persekitaran luaran

 The conclusion of the analysis sometimes does not have a proper factual backing.
 There are possibilities that the management may overlook some of the minute facts
while framing or implementing the strategies.
 When it comes to the accomplishment of strategies, the analyst fails to explain such
application clearly.
 It is a stagnant framework, especially in the short-term, since its result cannot be
analyzed so soon.
 It is difficult to evaluate the degree of suitability of this model in a business
organization.
 This framework emphasizes on the analysis of the organization’s internal factors,
neglecting the external factors which substantially affect the business operations.
  • Kesimpulan analisis kadang-kadang tidak mempunyai sokongan fakta yang
tepat.
 • Terdapat kemungkinan bahawa pihak pengurusan mungkin mengabaikan
beberapa fakta minit ketika merangka atau melaksanakan strategi.
 • Apabila mencapai pencapaian strategi, penganalisis gagal menerangkan
permohonan tersebut dengan jelas.
 • Ia adalah kerangka yang tidak stabil, terutamanya dalam jangka pendek,
kerana hasilnya tidak boleh dianalisis tidak lama lagi.
 • Adalah sukar untuk menilai tahap kesesuaian model ini dalam organisasi
perniagaan.
 • Rangka kerja ini memberi penekanan terhadap analisis faktor dalaman
organisasi, mengabaikan faktor-faktor luaran yang memberi kesan besar
kepada operasi perniagaan.

Conclusion

The McKinsey 7s model has positioned the shared values at the centre of the framework and
the rest of the six elements around it.

This is because the 7s tool strongly believes that the organizational values hold significance
in nurturing a business where all the other aspects are framed in alignment with this factor.

Model McKinsey 7 telah memposisikan nilai-nilai bersama di tengah kerangka dan

enam elemen di sekelilingnya.

Ini kerana alat 7s sangat percaya bahawa nilai-nilai organisasi memegang kepentingan
dalam memupuk perniagaan di mana semua aspek lain dibingkai sejajar dengan faktor
ini.

McKinsey 7S Strengths and Weaknesses The strengths of the McKinsey 7S Framework include:

● It shows the wider impacts of any change.

● It helps an organization work out what it needs to do to get where it wants to be. strengthening

● It helps to align departments, processes, and softer issues.

Ia menunjukkan kesan yang lebih luas dari apa-apa perubahan.

● Ia membantu organisasi mengerjakan apa yang perlu dilakukan untuk mendapatkan ke mana ia
mahu.

● Ia membantu menyelaraskan jabatan, proses, dan isu-isu yang lebih lembut.

The weaknesses of the McKinsey 7S Framework include:

● It can be complicated to use and requires lots of research and benchmarking.

● It needs the support of very senior management.

● It is an internally focussed tool. It doesn't look at all at the external environment.

● Ia boleh menjadi rumit untuk digunakan dan memerlukan banyak penyelidikan dan tanda aras.

● Ia memerlukan sokongan pengurusan yang sangat senior.

● Ia adalah alat dalaman yang difokuskan. Ia tidak melihat pada persekitaran luaran.

Abstract
In every organisation the change is required for the effective working of the organisation,
in order for the better performance the employees or the management of the
organisation implement a strategic change management timely when the need is
required for the organisation to stand well in the business and the change management
plays a very important role when it will be implemented when it is required and will give
the organisation to rise its standards even more to great heights.

In the similar fashion a proper change management has been implemented by the
employs of Satyam Computer Services Pvt.Ltd to stand back in the business market and
to make its organisation back in working condition when the organisation got collapsed
due to improper management. With its effective strategic change management the
organisation regained the lost customer and client relationships, with the help of
integrated change management policy the organisation set some new approach to
deliver sustained success to the unit in improving the effective functioning of the
organisation, with an appropriate selection process, rewards in performance and an
proper change management process the organisation could tackle the problems, after
thr review on this assignment we could grasp some knowledge on the required change
management and its implementation on any organisation when it needs an Change
management.

Change Management: activities involved in (1) defining and instilling new values,
attitudes, norms, and behaviours within an organization that support new ways of doing
work and overcome resistance to change; (2) building consensus among customers and
stakeholders on specific changes designed to better meet their needs, and (3) planning,
testing, and implementing all aspects of the transition from one organizational structure
or business process to another.

There are 3 models in change management they are:

McKinsey 7-S Model

Tom Peters and Robert waterman created the McKinsey 7-S Model, while they were
working for McKinsey and company, and even by Richard Pascale and Anthony Athos at
a meeting in 1978 (12 manage, 2007). The McKinsey 7-S Model is a holistic approach to
a company or an organisation, which collectively determines how the company will
operate (12 manage, 2007). In this model there are seven different factors which are the
part of the model which will work with this model, and they are.

Shared values

Strategy

Structure

System

Style

Staff

Skills

The pictorial image of the 7 factors of McKinsey 7-S Model

Briefing about the factors

Shared values

This factor has been placed in the centre of the model because it is what the
organisation believes in and stands for, such as mission of the organisation (12 manage
2007).

Strategy

Here strategy represents the status of the organisation or what the organisation plans to
react to any changes of its external surroundings (recklies, 2007).

Structure

Structure is the present or the future shape of the organisation

Systems

The systems are the rules and regulation, process and procedures and routines that
characterize the method of the work to be done.

Staff

Staff is quiet obvious in the fact that it is a proper representation of who is employed by
the organisation and what they do within the organisation (12 Manage, 2007).

Style

Signifies the organisational culture and management styles that are utilized within the
organisation (12 Manage, 2007).

Skills

They indicate the abilities and competencies of either the employees or the organization
holistically (12Manage, 2007). 

Advantages of the McKinsey 7-S Model :

The benefits of this model are

It is an effective way to diagnose and understand the organisation.

It is an guide for organisational change

It is a combination of both rational and emotional constituents.

All the factors are interrelated, so all portions must be addressed focused (12
Manage,2007).

Ini adalah cara yang berkesan untuk mendiagnosis dan memahami organisasi.

Ini adalah panduan untuk perubahan organisasi

Ia adalah gabungan kedua-dua unsur-unsur rasional dan emosi.

Semua faktor saling berkaitan, maka semua bahagian mesti ditumpukan fokus

Disadvantages of McKinsey 7-S Model

The major disadvantage is that this model ignores differences (Morgan, n.d.).

After five years many of the companies that used this model fell from the top

(Morgan, n.d.). 

Kelemahan utama ialah model ini mengabaikan perbezaan (Morgan, n.d.).

Selepas lima tahun banyak syarikat yang menggunakan model ini jatuh dari atas

Lewin’s Change Management Model

Lewins Change management model was created by Kurt lewin ( mind tools,2007), Kurt
lewin has recognized the three stages of change, which are still widely used they are
( Syque, 2007)

Unfreeze

Transition (Change)

Refreeze

Unfreeze:

The lewins model explains about the people who tend to or who stay in safe zone and
are hesitant of the change like when there is no change they feel comfortable and when
any change has taken place they feel uncomfortable, while to overcome this the freezed
state the organisation provides an motivation. Motivation is important to any
organisation, even though if there is no change.

Transition (change)

The transition period is when the change is occurring, which is voyage and not a step
(Syque, 2007), generally the time for transition takes longer as the people do not like
change.

Another important part of this stage is about reassurance which is good for the
organisation as well as the employees. When the transitional voyage ends then starts
the next stage that’s unfreeze.

Unfreeze

Unfreeze is a stage where the organisation or the company again gets stable condition,
like the stage where the organisation regains the same or an good mode of business.
(Syque, 2007)
Advantages of the Lewin’s Change Management Model :

Here the advantage for this model has good points than the previous model as this
model has better understandable steps and has fewer steps, this is most efficient model
to be used in these days.

Disadvantages of the Lewin’s Change Management Model :

The Lewin’s Change Management Model has also got some disadvantages and main is
about that it is timely, that means to any change to take place it will take time.

Another disadvantage is about the refreezing period, like many people are worried that
another change is coming, so they are in change shock (Syque, 2007). By these the
employees be in trauma that the change is arriving which makes them to work less
efficiently in their jobs.

Kotter’s Eight Step Change Model:

John Kotter introduced Kotter’s Eight Step Change Model in 1995; he is an professor at
Harvard Business School and worlds renowned change expert, the Kotter’s change
model consist of 8 factors and they are.

Create urgency:

The need of creating urgency for the change comes when the organisation needs to
survive so for that we need to convince all the people in the organisation.

Form a Powerful Coalition:

To survive the change the organisation needs to form a strong team, the team may
consist of the most efficient or trustable, reliable persons from the organisation itself.

To create a Vision for the Change:

After formation of the team they have to construct an vision which will guide and show a
clear direction in regards to the change and the result for the company and the after
effects of the change.

Communicate the Vision:

When the team has created an vision in regards to the change they have to
communicate this vision with all the empolyees and make sure that every employee is
clear of what is happening.

Remove Obstacles:

Here in this step the management should equally work with the employs to empower the
employes and help in removing obstacles.

Create Short Term Wins:

Here the employs should be provided with short-term wins with rewards which indeed
will make the employees to work more efficiently.

Bulid On the Change:

The seventh step is about persistence because we should influence more change even
after the short-term goals are met or the original plan for change will cease and die
(Rose, 2002)

Anchor the Change in corporate Culture:

The final step is to make the change permanent by moving fitting it into the company’s
culture and practices, such as promotion (Chapman, 2006).

Advantages of the Kotter’s Eight Step Change Model:

The Kotter’s model has a huge benefit that it is step by step model, which indeed is easy
to follow and the other benefit is that it not only focus on change only but it even accepts
and gets prepared for this change , which helps in the transition.

Disadvantages of the Kotter’s Eight Step Change Model:

The only disadvantage for these model is that we can not skip any step where the
change will be failed.

The model I choose for the organisation Satyam Computer services Pvt.Ltd. is

Essays, UK. (November 2018). Change is required for the effective working of the organisation.
Retrieved from https://www.ukessays.com/essays/business/change-is-required-for-the-effective-
working-of-the-organisation-business-essay.php?vref=1
Change Management Models: A Look at
McKinsey’s 7-S Model, Lewin’s Change
Management Model and Kotter’s Eight
Step Change Model
by sumo nova

Change Management Models

There are many different change management models. We will be

discussing three today and choosing which is the best fit a company
needing many changes. I will be discussing both the strengths and
weaknesses of these three change management models: McKinsey 7-S
Model, Lewin’s Change Management Model, and Kotter’s Eight Step
Change Model. There are many differences to each of these models that
can be seen once we discuss them further. There are also many similarities
between the three models. Only one of these models can be considered as
a best fit for a company needing a large amount of change. Therefore it is
imperative that we have a thorough understanding of each of the three
change management models presented here today.

The McKinsey 7-S Model was created by Tom Peters and Robert
Waterman while they were working for McKinsey & Company, and by
Richard Pascale and Anthony Athos at a meeting in 1978 (12Manage,
2007). The McKinsey 7-S model is a holistic approach to company
organization, which collectively determines how the company will operate
(12Manage, 2007). There are seven different factors that are a part of the
model: shared values, strategy, structure, systems, style, staff, and skills,
which all work collectively to form the model (12Manage, 2007).

Shared values are the center of the model because it is what the
organization believes in and stands for, such as the mission of the
company (12Manage, 2007). Strategy represents what the company plans
to do react to any changes of its external surroundings (Recklies, 2007).
The structure refers to the organizational structure of the company
(12Manage, 2007). Systems are the portion of the model that represents
“the procedures, processes and routines that characterize how the work
should be done” (12Manage, 2007). Staff is quite obvious in the fact that it
is a proper representation of who is employed by the organization and what
they do within the organization (12Manage, 2007). Style signifies the
organizational culture and management styles that are utilized within the
organization (12Manage, 2007). Skills indicate the abilities and
competencies of either the employees or the organization holistically
(12Manage, 2007).

There are many benefits and disadvantages of the McKinsey Model. There
are four main benefits of the McKinsey 7-S Model: It is an effective way to
diagnose and understand the organization; it is a guide for organizational
change; it is a combination of both rational and emotional constituents; and
all parts are interrelated, so all portions must be addressed and focused on
(12Manage, 2007). One major disadvantage is that when one of the parts
is changed, all parts change because they are all interrelated (12Manage,
2007). Another major disadvantage is that this model ignores differences
(Morgan, n.d.). After five years many of the companies that used this model
fell from the top (Morgan, n.d.).

Terdapat banyak faedah dan kekurangan Model McKinsey. Terdapat

empat manfaat utama Model McKinsey 7-S: Ini adalah cara yang
berkesan untuk mendiagnosis dan memahami organisasi; ia adalah
panduan untuk perubahan organisasi; ia adalah kombinasi dari
kedua-dua unsur-unsur rasional dan emosi; dan semua bahagian
saling berkaitan, maka semua bahagian mesti ditangani dan
difokuskan pada (12Manage, 2007). Satu kelemahan utama ialah
apabila salah satu bahagian berubah, semua bahagian berubah
kerana semuanya saling berkaitan (12Manage, 2007). Satu lagi
kelemahan utama adalah bahawa model ini mengabaikan perbezaan
(Morgan, n.d.). Selepas lima tahun banyak syarikat yang
menggunakan model ini jatuh dari bahagian atas (Morgan, n.d.).

Lewin’s Change Management Model was created in the 1950s by a

psychologist named Kurt Lewin (Mind Tools, 2007; Syque, 2007). Lewin
recognized three stages of change, which are still widely used today:
unfreeze, transition, and refreeze (Syque, 2007). The majority of people
tends to stay within certain safe zones and is hesitant of change (Syque,
2007). These people tend to become comfortable in this unchanging
environment and become uncomfortable when any change occurs, even if
it is a minor one (Syque, 2007). In order to overcome this frozen state, we
must initiate an unfreeze period, which is done through motivation (Mind
Tools, 2007). Motivation is important in any organization, even when it is
not changing. The transition period is when the change is occurring, which
is a voyage and not a step (Syque, 2007). The transition period takes time
because people do not like change (Syque, 2007). This is when leadership
is critical for the change process to work. Another important part of this
stage is the reassurance that this is good for the company as well as the
employees. At the end of the transitional voyage, comes the next stage:
refreeze (Syque, 2007). This is the stage where the company once again
becomes stable (Syque, 2007).

As with the previous model there are many disadvantages and benefits of
Lewin’s Change Management Model. Benefits include: that this is a simple
and easily understood model for change; the model is done through steps;
this is an efficient model that is used today (Mind Tools, 2007; Syque,
2007).

The main disadvantage of this model is that it is timely, but you must
consider that it is timely for any change to take place. Another
disadvantage is that at the refreezing period, many people are worried that
another change is coming, so they are in change shock (Syque, 2007).
This change shock causes employees to not be as efficient or effective in
their jobs (Syque, 2007).

The third model is the Kotter’s Eight Step Change Model. There are eight
steps in this model. Step One: Increase urgency for change (Chapman,
2006). Step Two: Build a team for the change (Chapman, 2006). Step
Three: Construct the vision(Chapman, 2006). Step Four:
Communicate(Chapman, 2006). Step Five: Empower (Chapman, 2006).
Step Six: Create short term goals (Chapman, 2006). Step Seven: Be
persistent (Chapman, 2006). Step Eight: Make the change permanent
(Chapman, 2006). The first step is to create urgency for change. This
means that we have to convince the employees that this change is
necessary for the company to survive (Rose, 2002). This also means that
we must communicate that the change is achievable without any
detrimental effects on their jobs. The next step is to build a team for the
change, which has to be of some respected employees within the company
(Rose, 2002). The third step is to construct the vision, which will show clear
direction to how the change will better the future of the company and their
jobs (Rose, 2002). The fourth step is to communicate this vision. In order
for the vision to work it must be fully understand by the employees, which
means that it is necessary for the leaders of the change group to follow this
vision (Rose, 2002). The fifth step it to empower the employees to execute
the change. It is still important that the management follow the same
guidelines as the employees are too (Rose, 2002). By creating short term
goals, we assist the employees to accept the change by showing them
progress (Rose, 2002). Rewards are very important at this step also (Rose,
2002). The seventh step is about persistence because we should influence
more change even after the short term goals are met or the original plan for
change will cease and die (Rose, 2002). The final step is to make the
change permanent by moving fitting it into the company’s culture and
practices, such as promotion (Chapman, 2006).

As with the two aforementioned change models, Kotter’s Eight Step

Change Model has many disadvantages and benefits. One advantage is
that this is a step by step model, which is easy to follow. Another is that it
does not focus on the change itself, but rather the acceptance and
preparedness for this change, which makes it an easier transition. One
disadvantage is that you cannot skip any steps or the change process will
completely fail. As with the other two models, change still takes time with
this one too.

In my opinion the best choice for CF&F Tech Division is Kotter’s Eight Step
Change Model. I think that this is the best choice because it is a simple
model. I also feel this way because it fully prepares the employees of the
company before the vision is even created, which means that the actual
transition will be much easier in the long run. There are fewer
disadvantages to this model than others. Overall it is the best fit for most
companies because substantial change is needed for the divisions because
it’s history. This will also help ease the transition because the division has
quite a history compared to the rest of the company, so people are not as
set in the ways, as they would be if the division had been around longer.

References

12Manage. (2007, April 9). 7-S framework (mckinsey). Retrieved April 12,

2007, from 12Manage Web site:
http://www.12manage.com/methods_7S.html

Chapman, A. (2006). Change management. Retrieved April 12, 2007, from

Business Balls Web site:
http://www.businessballs.com/changemanagement.htm

Mind Tools. (2007). Lewin’s change management model: Understanding

the three stages of change. Retrieved April 12, 2007, from Mind Tools Web
site: http://www.mindtools.com/pages/article/newPPM_94.htm
Morgan, O. (n.d.). Organization management part 1. Retrieved April 12,
2007, from Oliver Morgan Web site:
http://www.omorgan.info/download/Part
%20I/organisation_management_Part_I.pdf

Recklies, D. (2007, March 18). The 7-s-model. Retrieved April 12, 2007,

from Recklies Management Web site:
http://www.themanager.org/Models/7S%20Model.htm

Rose, K.H. (2002, February). Leading change: A model by john

kotter. Retrieved April 12, 2007, from Business Source Elite.

Syque. (2007). Lewin’s freeze phases. Retrieved April 12, 2007, from

Changing Minds Website:
http://changingminds.org/disciplines/change_management/lewin_change/le
win_change.htm