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For XYZ Corporation, proposing a suitable change management model requires careful consideration of the functions of management and the core organisational processes that drive efficiency, adaptability, and long-term sustainability. Change within organisations is rarely straightforward; it involves structural adjustments, cultural alignment, resource allocation, employee engagement, and continuous monitoring. The choice of a model must therefore not only guide the organisation through transformation but also align with managerial functions such as planning, organising, leading, and controlling, while maintaining harmony across organisational processes such as communication, decision-making, coordination, and workflow integration. One of the most effective models that can be applied to XYZ Corporation is Kotter’s 8-Step Change Model, as it provides a systematic approach that aligns well with the management functions and ensures smooth adaptation to organisational processes. Kotter’s model is particularly relevant because it integrates the rational, emotional, and operational aspects of change, addressing not just structures and systems but also people, culture, and processes. By framing the model through the functions of management and organisational processes, the proposed change plan becomes practical, actionable, and strategically sustainable. The first step of Kotter’s model, creating a sense of urgency, ties directly into the planning function of management. Managers at XYZ Corporation need to identify the external and internal pressures that necessitate change, such as technological advancements, competitive market forces, or evolving customer needs. Planning involves scanning the environment, analysing data, and forecasting trends. By communicating the urgency effectively through formal organisational processes such as town hall meetings, intranet announcements, or strategic memos, leaders can overcome resistance and stimulate readiness among employees. This process of communication aligns with the organisational need for transparency, reducing uncertainty and building momentum for change. The second step, ___ ____ _______ __________ _______ _____ __________.
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