Change is indeed the foundation of life. The reality of the complexity and vagrancy of the environment [external or internal] is that organizations and individuals are often forced to change in some form. Changes may be rapid or slow, detectable and imperceptible, minor or substantial.
Vecchio  puts it in the final tone that all organizations [whether profit or non-profit organizations, military or mutant companies] have no choice but to change to cope with environmental [internal and external] pressures. This is a compelling case of “change or death” [Vecchio, 2006: 365].
The pressure to change may be obvious or implied. Expect managers to expect and guide the change process so that organizations can benefit from it. Inte Pantea [nd] of Aard University in Romania believes that Lewin's transformation process model is based on the fact that the change process ultimately involves learning experiences and abandoning the “current attitudes, behaviors or organization” expediency. Practice."
The power of change can sometimes be daunting, and may include predictions of changing economic conditions, changing consumer preferences, technological and scientific factors, globalization and competition, and, last but not least, changes in the legal landscape. .
A response to the forces of change may require strategic change or operational change. Strategic change is organizational and related to organizational change. While strategic change requires long-term attention, operational changes have a direct impact on the organization of work within the organization. Operational changes focus on new systems, procedures, structures or technologies. Organizational change can be static [Lewin model] or dynamic [continuous change process model].
Change management requires strategic thinking and planning, good implementation and stakeholder consultation. The changes required must be realistic, achievable and realistic.
Lewin's perspective on the change process provides us with tools or models to identify change, implement and monitor needs. [Lewin, 1951]. Armstrong  found a number of transformational models, including Bechard , Thurley , Quinn , and Bandura .
Lewin's plan change process model has the following characteristics under the assumptions:
1. The process of change involves new learning and a paradigm shift from current attitudes, behaviors, and organizational practices.
2. The occurrence of change depends on the existence of motivation for change. This is crucial in the process of change.
People are at the heart of organizational change. Individuals are the target of change, regardless of the type of change required at the end of the day.
4. Although the feasibility of the change target is intensive, it does not rule out the existence of resistance to change.
5. If change must be effective, new behaviors, attitudes, and organizational practices must be strengthened.
The three revolutionary business models of Lewin's plan are described as thawing, changing and refreezing. In the thawing phase, it is necessary to create a sense of change. Changes must be made to support existing practices, behaviours and attitudes.
At this stage it may be necessary to collect data for further analysis so that everyone can understand the need for change. In the changing phase, the goal is to change people, structures, tasks and technologies, as shown by Vecchio [2006: 373]. The refreezing phase requires an evaluation of the results in order to make the necessary modifications.
New responses can be made based on new information received. Reecho [2006: 374] has identified resistance to change, including: employee hunger for security, satisfaction with the status quo, forces of change, group inertia, beyond expertise, threats, and changes in resource allocation.
ADESHINA ADELEKE and company change management
Adeshina Adeleke and the company are comprised of a group of professionals specializing in property services and are a single-line company based in Lagos, Nigeria. Adeshina Adeleke and the company have branches in Abuja and Porthacourt, Nigeria, and have developed their capabilities in institutional, valuation and facility management.
It has a diverse but cohesive workforce. Its workforce diversity is in terms of gender and ethnic groups. The company has a flat and optimized centralized structure. At the apex of the structure is the chief consultant, he is the chief executive.
Subordinate to unit/branch. It has a strong culture of strategic allies. In terms of strategic groups, the company belongs to the SME group and operates within the service sector of the real estate industry.
Adeshina Adeleke and the company are influenced by the transformative forces of systemic and non-systematic sense. The current economic downturn has had a major impact on the Nigerian economy, resulting in a lack of liquidity in the real estate market. The impact of illiquidity is the sale of high property inventories and in Adeshina Adeleke's real estate announcement.
Sales and leasing have continued to decline, continuing for a quarter. The sales team was unable to achieve the goal. The results of the performance variance analysis triggered the company's need for strategic and operational changes. As a company, we were caught off guard because we found that our situation was never anticipated.
Management believes it is necessary to increase sales and profitability and reposition the company through the necessary transformation. Although we were not guided by any model at the time and were not constrained by any model, it would be useful to use Lewin's program change process to analyze Adeshina Adeleke and the company's change management process.
In order to initiate the freeze phase, the company's leadership began to realize the need to change, first of all, the management staff, and then the sales team. Three months of performance results were discussed and analyzed at the management meeting.
Management as a whole is used to understand emerging models and is sensitive to the need for steering. Managers are then authorized to meet with sales teams and mid-level managers to understand the company's dilemma and the need to develop a sense of urgency.
Once a consensus is reached on the urgency of changing needs, a management and staff committee will be formed to delve into the company's dilemma in order to provide a solution. The committee's recommendations include the following:
• Conduct broader negotiations with ranks to sell changes to most employees, especially those who can build alliances to resist change. Importantly, these groups will collaborate in the process of change.
• Sales team members receive training to gain further marketing skills, especially during periods of economic downturn.
• The Abuja branch manager will be replaced by the Porthacourt branch manager in Porthacourt.
• One-third of sales team members work on a commission basis to reduce administrative expenses, especially during the transition period.
• Network and cold calls should occupy important positions before media campaigns
• Our media campaigns should continue.
• Interventionists or change agents should be allowed to lead change.
The committee’s report was approved and a human resources practitioner was appointed to lead the change. I just want to say that we are still in the changing phase of the project. Sales staff are trained outdoors and indoors. Consultations are under way to convert those who have become committee members.
A committee is working on our business processes and value chain activities to eliminate non-productive activities. The contributions of strategic business units are also being studied so that decisions can be made based on their considerations.
I am curious to study the performance of our strategy team members. Our IT department is investigating the possibility of deploying e-business solutions on a large scale to improve performance.
The company has not yet entered the restructuring phase, but is still in transition. Time will prove whether these measures are worth the trouble and whether new knowledge will be generated.
I believe that the change project provides an opportunity to mine data from all aspects and elements of the company's further analysis and decision making. It does seem that change projects tend to be financial rather than human factors that are extremely motivating for change.
1. Armstrong, M.  A Handbook of Human Resource Management Practice, 10th Ed, Kogan Page. London.
2. Bandura, A,  Social boundaries of thought and action, Prentice-Hall, Eaglewood Cliff, NJ. At Armstrong, M.  A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London.
Beckhard, R.  Organizational Development: Strategies and Models, Addison-Wesley, Reading, MA.
4. Lewin, K  Theory of Social Sciences, Harper & Row, New York. At Armstrong, M.  A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London
5. Pantea, MIIVV [nd] “Managing Organizational Change”. Arad University, Arad, Romania.
6. Quinn, JB,  "Managing Strategic Change", Sloane Management Review, 11 [4/5], pp. 3-30. At Armstrong, M.  A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London
7. Thurley, K  Supervisor: Reassessment, Heinemann, London. At Armstrong, M.  A Handbook of Human Resource Management Practice, 10th ……