"Case Study on Change Management: Imperial Tobacco Vietnam Key Themes: hybrid structure, change agents, transformational leadership, Lewins Model, McKinsey 7 S Model, and roles of change agents Table of Contents 1. Introduction 2. Company Background 3. Description of the Change Process a. Organization Structure Change b. Organization Change c. Sales Team under Distributor d. Leadership Change e. Cultural Change f. Employee Empowerment 4. Roles and Perspectives: Attitudes and Behavior of Key Players a. Behavior of Key Role Players b. Changing Behaviors Impacting Employees 5. Evaluation of Theory and Concept a. Hybrid structure b. The McKinsey 7-S Model c. Lewin's Change Management Model - Unfreezing Period - Transition Period - Refreezing Period 6. Critical Analysis 7. Conclusion a. Happening of the Change b. Outcomes of the Change c. Relationship between Theory and Practice d. Implication of the Change 8. Lessons Learned a. Personal Lessons b. Organizational Lessons 9. Reference"

1. Introduction

The change management for organizations is a structured approach to transition and shift teams and employees from a current state to a desired state of future. It is organizational process, which help organizations to accept and embrace changes within their current business environment. The fundamental goal of change management is to minimize the impact of change on workers while avoiding distractions (Cummings & Worley, 2008; Auster et al., 2005; Kahan & George, 2010). The strategic organizational change provides sufficient opportunities in the external business environment through changes in the internal workings of organizations. The organizational change consists of two contrasting theories namely incremental and transformational with two contrasting methods namely participation and coercion (Cummings & Worley, 2008; Auster et al., 2005).

The transformational ch…(short extract)