BMA 501 – CHANGE MANAGEMENT MODEL

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SANDEEP - 513276
UTAS Launceston
 Contents

Introduction:..........................................................................................................................................2

Kottler’s Change Management Model:..................................................................................................2

Transformation Leadership Style:..........................................................................................................4

Conclusion:............................................................................................................................................6

References.............................................................................................................................................7

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Introduction:
The purpose is to assist distributors of VMBs to promote health and well-being among employees that
will make their business more efficient and successful in order to achieve long-term and short-term
aims. A Smoke Free Workplace Policy VMB must plan, create and take an organised approach in
order to be effective in achieving this strategy. The following chain management models can do this.
There are, thus, various models of change management, but the Kotter's leading planned change
model is the most eminent of those models which were important and lasting in academic and
practical settings (Krivtsov & Kalimullin 2015). Kotter's approach was drawn from his remarks about
organisations which failed to make the change. As a result, the eight successful change steps of Kotter
were an immediate success when pushed and remain a significant reference in the area of change
management. This 8-stage paradigm is linked to the change response to employees (Ha 2014). The
CMM of Kotter is straightforward to learn and incorporate. It focuses on training personnel for
modification, not changes themselves. One of the reasons why this is one of the most frequent
approaches for change management is focusing on employee experience and correct workplace
communication.

Kottler’s Change Management Model:

VMB distributors are provided with the necessary resources to properly implement the well-being of
their employees (Smoke Free Workplace policy). It thus needs an efficient model for change, which
will ensure that all stakeholders play their part in assisting the successful implementation of the set
plan. The Kottler model provides relevant techniques and metrics for the transition to a smoke-free
workplace. The Kottler model consists of eight phases, to be followed by enterprises, to get the
desired objectives with little resistance to change. The eight stages of the Kottler model are: Urgent
increase, team building, proper vision, communicating, moving things forwards, focusing on short-
term goals, changing and never giving up (Voehl & Harrington 2016). By implementing this
structural strategy, VMB distributors are better placed to use their strengths to implement the change
in welfare policy. Kottler's model gives a sensible method in breaking down the process of change
stages that are easier to adopt and acclimatise employees and other stakeholders at VMB as the
company continues its goal.

 Increase urgency: The best strategy to encourage and engage staff can be to create a sense
of urgency (Baloh et al. 2018). This is one of the important steps when it comes to
implementing smoke free Workplace policy in VMB distributors. Workers need to be
informed and guided that organization is going to implement the smoke free workplace which
will be implemented keeping in view the type of work that required physical fitness, clear
mind, energy, and the sense of belongingness. Hence, creating the sense of urgency will be an
ideal way to start the proceedings.

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 Build the team: Determine the right talents and personalities for the team responsible for
changing the organisation (Fraise & Brooks 2015). This is the second stage that requires
organizational management to motivate managers, supervisors, and high authorities to form a
team. When it comes to VMB distributors, they have supervisors and managers, that can form
a team of individuals who do not smoke and have good idea and knowledge of smoking
hazards that can guide workers to stop smoking and educate them about smoking implication
on health and their productivity.

 Get the vision correct: Take not just the plan, but also creativity, feeling and objectives of
the workforce into account (Duncan et al. 2017). Third and the most important stage of the
model, where authorities have to think about the bigger picture. In case of VMB distributors,
they deal in distribution of healthy products, such as fruits, meats, chicken, and vegetables
and hence, require hygiene environment. So, smoke free environment not only will help the
organization to become most reputable company in the market, but will also attract lots of
customers that believe in healthy lifestyle. Other than that, people will wish to apply for jobs
where healthy environment is promoted. Keeping vision in mind, VMB will be able to
improve the health of employees and this will lead to company productivity, less turnover, no
sick leaves, and energetic workers.

 Communicate: Be upfront and speak frequently with people regarding changes (Almansour
& Neal 2015). The fourth and important stage, where VMB will need to be upfront about the
policy and how it can affect working conditions. Where employees will not be able to smoke
and thus have to endure clear restrictions right from the start. Other than that, the employee
who smoke will be liable to penalties imposed by management. However, before that VMB
management will need to write the memo as well as open letter or email with regards to
policy and when it will come into effect.

 Get things moving: Get support, remove the hurdles and build on feedback (Rajbhandari et
al. 2014). The fifth stage of the model, where VMB needs to keep wheel moving by getting
constant feedback from workers based on how a company can improve when it comes to
successfully implementing smoke free strategy. Workers might have some issues when it
comes to quitting smoke, but organization need to make sure that workers get adequate
support to overcome those challenges and help organization to implement policy successfully.

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  Focus on short term goals : Don't focus solely on the final outcome (Dampson et al.
2018). Establish minor objectives and identify modest achievements to enhance staff morale
through the process. The six stage of the model, where VMB need to focus on the short-term,
then long-term goals when it comes implementing wellbeing strategy. It is stated that one can
achieve goals within a day or two, it requires struggles, patience, and endurance from
company. So, keeping these points into consideration, VMB can plan to achieve 50% of
output within 6 months and leave the rest to the favourable time period. If out of 50
employees, the company is able to help 30 people quit smoking, it will be a stepping stone in
future.

 Incorporate change: Strengthening and changing a portion of the working culture. Help
people to adapt to new behaviours, and reward them (Krivtsov & Kalimullin 2015). The
seventh stage of the model, where VMB needs to acknowledge its workers when they are able
to follow the required policy. This can be achieved by rewarding its employees with monthly
bonuses, the certificate of appreciation, or raise in pay. Other than that, these actions will
leave a positive image about company when it comes to promoting healthy culture and life
style.

 Don’t give up: Changes do not occur overnight and barriers cannot be avoided (Voehl &
Harrington 2016). Be persistent during the change management process regardless of how
difficult it can appear. Eight and the last stage of change management model, where VMB can
face the lot of issues at first when it comes to helping its workers quit smoking. Some of them
can deny and get angry or threaten to leave the job, which in return can have adverse effect on
company when It comes carry out its operations. But organization need to be persistent and
hopeful that they will be able to overcome this challenging time for the better future.

Transformation Leadership Style:

In order to implement change model successfully, leadership of VMB distributors has to be a major
role. This means, how well the leader is able to lead its team with his/her style. There are many styles
of leadership, but when it comes to implementing wellbeing policy (Smoke Free Workplace) in VMB
distributors, company leadership style has to be transformational. The style of transformational
leadership is marked by four aspects known as four I: idealised influence, inspirative motivation,
intellectual simulation, and an individualised approach (Rajbhandari et al. 2014). The style
emphasises on the satisfaction of organisational requirements, satisfying higher demands of the
person and evoking relationships. It often involves motivating supporters to trust them. The leader can

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achieve both organisational and personnel objectives by showing this style. The style of
transformative leadership also includes crucial features of change-oriented leaders (Almansour &
Neal 2015). Therefore, when implementing change, the leaders of VMB need transformative
leadership. This can be shown by converting company into a learning organisation. The learning
organisation can quickly adjust to any changes that the institution introduces. This can be done by
alleviating the fear of change by exposing workers to the essential knowledge and abilities to deal
with possible future changes. This will enable workers to anticipate, adopt and deal with the future
change.

When it comes to the first stage of the Kottler’s model, A sense of urgency must first be understood
and appropriate judgements must be made. Your lack of urgency could reflect a misunderstanding of
the situation in your staff. Leaders give their example to communicate. As a leader, wonder if you can
react to every problem with the same intensity or differentiate yourself from one problem to another?
The strength of your reactions should be directly related to what is at risk (Cameron & Green 2015).
This is where the act of transformational leadership style in VMB comes into play, a leader can help
workers to understand its employees and must not engage himself too much emotion, this may lead to
have the negative effect on his personality. As a transformative leader, he should lead by example
when it comes to communicating smoke free workplace policy with workers and show them sign of
care, passion, and attachment.

The second stage of change model, leader has to build the team that he/she feels will thrive to achieve
organizational objective. VMB has qualified workers who are working part due to their studies
commitments, as a leader, manager can use all of those resources to use them for the betterment of
company use (Duncan et al. 2017). Hence, by doing this not only company will be able to achieve its
objective of setting smoke free workplace policy, but it will also motivate individuals to feel
connected to the organization because of recognition from upper management.

The third stage of change model is about vision. When it comes to the VMB mission, it is to have
healthy workplace environment. The transformative style of leadership can help the organization to
achieve this objective, as their thinking, decisions, and actions are subject to productivity. So, in order
to have the healthy staff workplace free of smoke, transformation leader can play an important role by
communication actual theme of policy to its workers and show them the right path to quit smoking.
Other than that, this style of leader can also guide company to formulate fruitful policies to set
company long term objectives effectively and efficiently.

Fourth stage of model is to communicate the policy to workers. Transformative leadership style is
best suited for this approach as well for VMB distributors. Communication does not only mean to
convey the message, but the way you communicate the message is also of utmost important.
Transformative leaders use their charm and elegance to convey the message as it can be heard

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carefully. They do not rush and understands the importance of delivering message effectively. VMB
leaders can adopt this style, because the lot of workers may react negatively, and it is important for
company to manage those situations with utmost care and diligence.

The fifth stage of the model is to get thing moving, where a leader can play a salient role. Because the
majority of workers may react negatively to new smoke free workplace policy at VMB. So,
transformative leadership style can handle those circumstance sensibly with their intuitive thinking
style and skill to overcome challenges thrown Infront of them.

The six stage of model is to focus on short-term goals; this is where leadership is tested to its best. In
case of VMB, its vey hard for company workers to accept change at first, as it will go through
different phase where workers may deny and then approve change. Hence, transformative leadership
style will make sure that goal implementing smoke free workplace is achieved within time period
allocated.

The seventh and Eight stages can also be handled with style of transformative leadership, where
leaders play vital role in recognizing contribution of individuals and rewarding them as per their
actions and performance. Whereas, if worker is not responding to positive change, then leader don’t
give up and take appropriate measure to help employee to follow set rules and regulations to cope up
with strategy. VMB, can implement such style to overcome those challenges.

Conclusion:
The employee wellbeing strategy for VMB distributors is important as it will create healthy
environment. The company will be able to thrive at rapid pace when it comes to meeting customer
expectation. The Kottler’s change management model can play a predominant role when it comes to
implementing smoke free workplace policy. Other than that, transformative leadership style would
like make sure that the model is applied as per the expectation set by company. To conclude, eight
stages of Kottler’s model combined with transformative leadership style can bring wonders for VMB
distributors in order to successfully implement wellbeing policy (Smoke Free Workplace).

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 References

Almansour, MK & Neal, JR 2015, “Toxic Leadership in Organizations,” Conflict Resolution &
Negotiation Journal, vol. 2015, no. 1, pp. 93–100.

Baloh, J, Zhu, X, & Ward, MM 2018, “Implementing team huddles in small rural hospitals: How does
the Kotter model of change apply?” Journal of Nursing Management (John Wiley & Sons, Inc.), vol.
26, no. 5, pp. 571–578.

Cameron, E & Green, M 2015, Making sense of change management: a complete guide to the models,
tools and techniques of organizational change, 4th edition., Kogan Page, viewed 28 May 2021,
<https://login.ezproxy.utas.edu.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=cat02831a&AN=UTas.b2176482&site=eds-live>.

Dampson, DG, Havor, FM, & Laryea, P 2018, “Distributed Leadership an Instrument for School
Improvement: The Study of Public Senior High Schools in Ghana,” Journal of Education and e-
Learning Research, vol. 5, no. 2, pp. 79–85.

Duncan, P et al. 2017, “Authentic Leadership--Is It More than Emotional Intelligence?”

Administrative Issues Journal: Connecting Education, Practice, and Research, vol. 7, no. 2, pp. 11–
22.

Fraise, NJ & Brooks, JS 2015, “Toward a Theory of Culturally Relevant Leadership for School-
Community Culture,” International Journal of Multicultural Education, vol. 17, no. 1, pp. 6–21.

Ha, H 2014, Change Management for Sustainability. [electronic resource], Business Expert Press,
viewed 28 May 2021, <https://login.ezproxy.utas.edu.au/login?
url=http://search.ebscohost.com/login.aspx?
direct=true&db=cat02831a&AN=UTas.b1933343&site=eds-live>.

Krivtsov, AI & Kalimullin, DM 2015, “The Model of Changes Management Information System
Construction,” Review of European Studies, vol. 7, no. 2, pp. 10–14.

Rajbhandari, MMS et al. 2014, Leadership Readiness for Flexibility and Mobility: The 4th
Dimensions on Situational Leadership Styles in Educational Settings, Online Submission, viewed 28
May 2021, <https://login.ezproxy.utas.edu.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=eric&AN=ED552915&site=eds-live>.

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Voehl, F & Harrington, HJ 2016, Change management. [electronic resource] : manage the change or
it will manage you, CRC Press, Taylor & Francis Group, viewed 28 May 2021,
<https://login.ezproxy.utas.edu.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=cat02831a&AN=UTas.b3430035&site=eds-live>.