Executive summary
Change management entails a thought-out plan to meet organisation’s vision. Organisations are in requirement of change due to the competitive pressures and changing environment regularly. Similarly, castle home recently obtained a tender from city council requiring a planned change. The main aim of this report is to analyse the necessities of Castle home and suggest a planned change model. Kotter’s eight steps model due to its logical, sensible and easy to follow steps is proposed to imply in Castle home. Kotter’s eights step model incorporates preparation for change in the first four stages, planning and developing vision in the next three stages and institutionalising change in the organisation as the final stage. This report explains the planned change steps thoroughly along with outlining planned change procedure for Castle home. The model although easy to follow has some drawbacks which can be altered for required adaptation. This report has been successful to show Castle home direction towards better organisational structure to meet their vision.

Table of Contents

Introduction 4
Literature 4
Implementation of Kotter’s 8 step model 5
Limitations of Planned Change 8
Conclusion 8
Recommendations 8
References 10

Introduction
Castle home Ltd ‘Castle’ is a building company established by Smith brothers. The company has grown in size to 70 employees and moved into larger scale housing development from individual client. The company always enjoyed good employee relations as the employees had much control over their working life with good social conditions. But, in the last two years the Smiths have been struggling to get new contracts so they decided to tender for city council, which covers a five year period of routine schedule maintenance for the city’s public housing stock of 20,000 residences (Ulster Business School, 2014).
The Smiths have just heard that their tender has been successful and the contract schedule to commence in six months time. The contract will result in Castle having to recruit a further 50 employees and relocation of company to one central depot. The company will be subject to regular audit inspections by the council and council will provide with direct specifications and detailed budget for all maintenance. The contract also includes range of penalties clauses to cover features such as the quality and methods of work (Ulster Business School, 2014). Hence the company will require a huge planned change for smooth operation.
The purpose of this report is to evaluate this case in order to recommend an appropriate planned change model. The limitations of planned change process will also be critically analysed for better use of the model.
Literature
Change is an important aspect of an organisation. Change can bring positive or negative impact depending upon the strategies of management. Jones, (2004, p. 301) has defined organisational change as “The process by which organisation move from their present state to some desired future state to increase their effectiveness”. The process of planning; organising and implementing change to acquire a vision of organisation is called change management. There are two types of organisational change planned change and emergent change. The process to bring improvement in an organisation by a collaborative effort and purposeful calculation is called planned change (Mitchell, 2013).
The complexities associated with organisational change can hinder attempting plans into action. Thus, there is an importance of using appropriate planned change theory to provide a framework for change. The pioneer of planned change theory Kurt Lewin (1951) developed two models which are; force field theory and the three step model (Burnes, 2009). Field theory is an approach to understand group behaviour by recognising the field in which behaviour takes place (Back, 1992). Three steps model is a