According to Kurt Lewin's theory, there are two major steps in implementation, and they include:
Unfreezing step is the first step, and it entails making preparations to shape up for the reforms that are yet to come. The stage involves a time that the company realizes the need for change in current operation zones. This makes the company initiate and create ideally the situation in which it needs change.
The second step is change or transition where the individuals are migrating and adapting to the new changes that have been effected. This is considered the most problematic stage, and for this reason, there is need of inclusion of all stakeholders towards the movement of the new change.
The last stage is called freezing or refreezing stage. This step is where the changes that were implemented are being internalized and acclimatized to making them the culture of the organization. Individuals might take the time to acclimatize with the new changes entirely.
Key Criteria for Success
The key criteria for success are:
Defining the vision and the goal of the organization. The clearer the message from the senior management, the easier it will become for the middle management to implement.
The key stakeholders should be engaged in the process and updated about the happening in the organization. For offshoring to be successful, the decisions have to be made by involving the needs of the stakeholders (Pinto & Slevin, 1987).
Proper communication has to be established between different teams of the organization. The management should be in touch with the staff at the offshore center to guide the team into the right direction.
For transformational to be successful, feedback should be taken from employees on a periodic basis. Opinions should be taken into account as it is a reflection of the change process.
Offshoring is a process of taking a part of the business to some other location or country to cut the cost and bring more efficiency to the system. Offshoring is a type of transformational management for on organization as the business processes are changed accordingly for this process. The decision of transformational management is taken and facilitated by the senior management along with the key stakeholders. Transformational management can bring in success for an organization which is going through tough times. There are various theories of change management like Kotters, Lewins, Nadlers, etc. The strategy of change management depends on the structure and the requirements of the organization. Communication and implementation plans are designed to ensure a smooth transition and change process.
Government policy where the new offshore center has been proposed has to be taken into consideration. Rules change from time to time, so the organization has to be alert if any such change policies are made. Any change which can harm the implementation has to be communicated to the senior management within time. Another risk for the application process is the proper management activities by the local staff (Reason, 2016). Representatives of the higher management have to be present on the site to ensure everything goes according to the plan.
Hill P., (August 26, 2012) The Mean Economy: IBM workers suffer culture change as jobs go global Retrieved From: http://www.washingtontimes.com/news/2012/aug/26/innovators-working-their-way-out-of-a-job/
Kunert P., (March 7, 2016) Eight in ten IBM global Tech services roles will be offshore by 2017 Retrieved from: http://www.theregister.co.uk/2016/03/07/ibm_offshoring/
Deutscher M., (March 7, 2016) IBM looking to offshore as much as 80 percent of services biz Retrieved From: http://siliconangle.com/blog/2016/03/07/report-ibm-looking-to-offshore-as-much-as-80-percent-of-services-biz/
Pinto, J. K., & Slevin, D. P. (1987). Critical factors in successful project implementation. IEEE transactions on engineering management, (1), 22-27.
If you are the original author of this essay and no longer wish to have it published on the ProEssays website, please click below to request its removal: