Kurt Lewin's 3 Step Model
PHASE 03
According to the HR manager, the Chairman had called up meetings in a continuous basis in order to ensure the progress of the implemented change (action review). When it comes to MBSL staff, their average age of an employee was 40yrs. When going through the outcomes of the change, they had been able to identify that there was still resistance by them. As soon as they identified the problem, they had organized special training programmes focusing on those employees with the aim of overcoming knowledge gap problems, improving their computer literacy and most importantly their mind set (corrective actions).
This shows the compliance audit carried out by the change sponsor and the corrective action taken against the restraining forces in order to make the change sustainable.
• According to Kurt Lewin’s three step model, the change process of MBSL had been analysed through its three steps which are unfreeze, change and refreeze.
Unfreeze
Changing the status quo comes under this step. What was mainly done under this step was changing the mind-set of the employees of all three companies and bringing them in to a one mind set where they can implement the change initiatives. This was mainly done through effective communication. The need for change was explained to …show more content…
At that time systems that were used by the organizations were unique and traditional to each company separately. But under the new company (after the merger) they came up with one new network and one system where they had integrated all the previous systems and data bases. Under this scenario most of the old employees were not familiar with the new system due to the less literacy in technology. MBSL can continuously support these people to change their mind-set and behaviour through continuous motivation and through learning both on the job and off the job, until the desired level is being
According to the HR manager, the Chairman had called up meetings in a continuous basis in order to ensure the progress of the implemented change (action review). When it comes to MBSL staff, their average age of an employee was 40yrs. When going through the outcomes of the change, they had been able to identify that there was still resistance by them. As soon as they identified the problem, they had organized special training programmes focusing on those employees with the aim of overcoming knowledge gap problems, improving their computer literacy and most importantly their mind set (corrective actions).
This shows the compliance audit carried out by the change sponsor and the corrective action taken against the restraining forces in order to make the change sustainable.
• According to Kurt Lewin’s three step model, the change process of MBSL had been analysed through its three steps which are unfreeze, change and refreeze.
Unfreeze
Changing the status quo comes under this step. What was mainly done under this step was changing the mind-set of the employees of all three companies and bringing them in to a one mind set where they can implement the change initiatives. This was mainly done through effective communication. The need for change was explained to …show more content…
At that time systems that were used by the organizations were unique and traditional to each company separately. But under the new company (after the merger) they came up with one new network and one system where they had integrated all the previous systems and data bases. Under this scenario most of the old employees were not familiar with the new system due to the less literacy in technology. MBSL can continuously support these people to change their mind-set and behaviour through continuous motivation and through learning both on the job and off the job, until the desired level is being