Table of context

Introduction 2 Theory Kurt Lewin 2 Organization culture and the need for change 4 Develop management 6 Conclusion 7 References 9

MANAGING CHANGE AND CHANGING MANAGERS FROM ABC TO XYZ.

Introduction
According to: (http://staffs.academia.edu/documents/0032/6728/RJCM_A_135908.pdf) “Change management has been defined as “the process of continually renewing and organization’s direction, structure and capabilities to serve the ever-changing needs of external and internal customers” (Moran and Brightman, 2001, 111). In fact, a kind of things enclose organization such as customer, top manager, employee and organization culture which could influence organization and show the way to internal changes. This research paper analyzes managing change in two different companies; ABC engineering company and XYZ Construction Company. XYZ could manage some difficult changes successfully but ABC still has problems from refusal to accept organizational changes. It means the company could not achieve the required changes, unless it saw the need for change in management and organizational culture.
Theory Kurt Lewin
This theory has 3 stage models: 1. Unfreezing stage
According to:
(http://nationalforum.com/Electronic%20Journal%20Volumes%5CKritsonis,%20Alicia%20Comparison%20of%20Change%20Theories.pdf) “Lewin, the first step in the process of changing behaviour is to unfreeze the existing situation or status quo. The status quo is considered the equilibrium state. Unfreezing is necessary to overcome the strains of individual resistance and group conformity. Unfreezing can be achieved by the use of three methods. First, increase the driving forces that direct behaviour away from the existing situation or status quo.
Second, decrease the restraining forces that negatively affect the movement from the existing equilibrium. Third, find a combination