MG630: Change Management And

Organisation Development

Presented by:

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 BACKGROUND TO THE PRESENTATION

This presentation presented the issues in the quickly changing business environment
of LPHY charity. This also suggested what policies and preventive measures this
organization need to adopt with the frequently changing business environment.

 This also discussed the strategic and operational necessary for change in LPHY
charity. This presentation also presents Kotter’s Model of Change, Kurt Lewin's Model
of Change and 7S strategic approaches to change management.
Item 2
20%

This also suggested Kotter’s model and 7S approaches to manage the LPHY charity.
Finally, this presentation showed the roles of organizational development and
Item 1
80%

continuous improvement.

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 AIM OF THE PRESENTATION

To evaluate issues faced by LPHY Charity

To sense the operational and strategic importance of

change

To evaluate the change management model and theories

To understand the strategic approaches to change

Item 2
20%

To evaluate the role of organizational development

Item 1
80%

To provide effective recommendations for change

Management

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BACKGROUND OF THE CASE ORGANIZATION
LPHY is a charity organization that provides Hospice services to the local people.

This organization also ensures additional services such as day hospice, listening service for the
bereaved and hospice at home through at least £1m gift every year to NHS Hospice.

 This organization is divided into two halves such as retail and non-retail (Fundraising).

Currently, this organization has 50 staff and 400 volunteers. They are responsible for working
in retail, fundraising and hospice.

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WHY CHANGE IS NECESSARY-CONTRIBUTING FACTORS

• Change is necessary for an organization to adopt growth

opportunities, reorganize business processes, restructure
strategic policies and encourage innovations in the
operational process (Paavola and Cuthbertson, 2022). This Strategic Change
also led to the development of the skill and morale of staff Operational Change
increasing their creativity and productivity (Naranjo‐Gil et
al., 2008).

• LPHY charity needs to focus on both strategic and

operational changes to cope with the frequently changing
business environment.

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 THEORIES OF CHANGE

Kotter’s Model of Change

Kotter developed the 8 steps change model to face
the change management challenges where has a
lack of teamwork, ineffective leadership and rigid
work policies and cultures (Pollack and Pollack,
2015).

Source
(Wentworth et al., 2020)

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 THEORIES OF CHANGE

Kurt Lewin Model of Change

Unfreeze: What to Change, What to Encourage,
Strong Support Team, Understand Doubt and
Concerns (Hussain et al., 2018).

Change: Planning, Implementation and Learning

Refreeze: Reinforced and Stabilized, Integration,

Sustainability, Celebrate (Burnes, 2020).

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 KEY STRATEGIC APPROACHES TO CHANGE (7S FRAMEWORK)

McKinsey 7S Model
Mckinsey developed the 7s framework as a strategic
change management approach.

This is an effective tool to manage change when the

design of an organization is at a question and going
through a VUCA environment (Channon and Caldart,
2015). Organizations can use this framework:

 To Leverage Changes in the Organization

To Reorganize and Implement New Strategies
To plan for Future Changes (Hanafizadeh, and Ravasan,
2011)

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ROLES OF ORGANIZATIONAL DEVELOPMENT
Continuous Improvement
Ensure Operational Efficiency
Improve Sales and Return on Investment
Ensure better Outputs with the Same Inputs
Ensure Sustainability

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RECOMMENDATIONS
Between Kotter’s and Lewin’s models, Kotter's model is the most effective in change efforts that LPHY
can use.

McKinsey's 7S framework is also an effective process to support the change process of the
organization.

This organization should manage and integrate IT solutions for day-to-day operations to increase
productivity and efficiency.

This organization also should follow effective recruitment and volunteer redundancy policies to hiring
highly skilled marketing and fundraising staff.

This organization need to craft effective marketing planning to reach the target ROI

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CONCLUSION
• It can be concluded that the identification of an effective change management model is critical
to successfully implementing changes in LPHY charity. As this organization want to increase
online retail, raise fund by £1m, and recruit new staff for marketing, 7S approaches will be
highly effective to reach target change.

• In addition, this organization should maintain a low staff ratio rate to increase margins. This
will help to reduce costs and organizations can fund their provision for additional charity
services. Finally, this organization have to use trust, grants and individual giving to raise fund
as invent management become backdated. Those strategies will help this organization to meet
difficulties in its operation and business environment.

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 REFERENCES
• Anning-Dorson, T., Odoom, R.K., Acheampong, G. and Tweneboah-Koduah, E., 2017. Innovation and organizational development: the role of organizational
leadership. African Journal of Economic and Management Studies.
• Burnes, B., 2020. The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), pp.32-59.
https://journals.sagepub.com/doi/pdf/10.1177/0021886319892685
• Channon, D.F. and Caldart, A.A., 2015. McKinsey 7S model. Wiley encyclopedia of management, pp.1-1.
https://www.academia.edu/download/60288568/McKinsey_7S_model20190814-24867-1nc2oau.pdf
• Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment. International Journal of Enterprise Information
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• Naranjo‐Gil, D., Hartmann, F. and Maas, V.S., 2008. Top management team heterogeneity, strategic change and operational performance. British Journal of
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strategic and operational intent on performance. Journal of Management & Organization, 28(3), pp.522-539.
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• Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic practice and
action research, 28, pp.51-66. https://link.springer.com/article/10.1007/s11213-014-9317-0
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Thank You
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