please provide me a thesis statement for this overview and correct writing where neded Organizational change is referred to as planned alterations of organizational components to improve the effectiveness and operations of the organization. Change management is a process to help individuals and teams transition from a current process to the desired outcome. Change management involves using tools, and skills that include communication, planning, and analysis, building support, addressing factors that will create a resistance to change, and employee feedback and involvement. Change management can include the entire organization, or it can be defined to focus on a specific workgroup, or departmental area. The fast changing environment is continuously moving, so organizations must be ready to adapt to change. Businesses must review their mission, vision and strategic plan, and make changes to them as needed based on the rapid changes in the market industry. For companies’ to survive in the changing environment, they must be willing to make changes to their business model or processes. When deciding to change in the organization, everyone needs to know what the issues is with the current process, why it needs a change, the details of the new change, and the benefits the new change will offer. Cawsey, Deszca, and Ingols (2016) states, “Managers often choose tangible changes because they are easier to plan for and can be seen. However, the root cause of these issues might be managerial styles or processes which are much more difficult to recognize and address. Change capability is a core managerial competence. Without skills in change management, individuals cannot operate effectively in today’s fluctuating, shifting organizations. Executive management may set the organizational direction, but in this decentralized organizational world, it is up to managers and employees to shift the organization to accomplish the new goals and objectives” (Cawsey, Deszca, and Ingols, 2016, p.3). It is essential for change agents to be prepared to handle the change; they must have the skills of change management to take charge of the change in the work environment, as well as in their personal life. Cawsey, Deszca, and Ingols (2016) discuss the frameworks for leading the process for organizational change. The theory of change is a methodology for planning, participation, and evaluation that is used by organizations to define long-term goals. Cawsey, Deszca, and Ingols (2016) present six different stage model theories that provide insight in the process of the planned change. The first stage theory of change is a fundamental step model, Kurt Lewin’s three-stage model of change-Unfreeze-Change-Refreeze. Lewin believes that we need to understand the situation and system, and understand the components that make up the system. The second stage theory of change is Kotter’s eight stages of organizational change. He provides a structured step by step approach to change. Kotter argues that organizations have to go through each phase in sequence. The eight-step process; establish a sense of urgency, create a guiding coalition, develop a vision and strategy, communicate, empower employees, generate short-term wins, consolidate gains and produce more change, and anchor new approaches. The third stage theory of change is Mary Gentile’s: Giving Voice to Values. The model focuses on the ethical implications of organizational change. Gentile developed a learning process to prepare people to expect values, conflicts, and tools to intervene when they perceive wrongdoing. The model consists of three parts: the clarification and articulation of one’s values, post-decision-making analysis and implementation plan, and the practice of spreading one’s values and receiving feedback. The fourth stage theory of change is Daniel Duck’s: Emotional Transition Through Change. The model captures people and their emotional responses to the change process. Duck has a five-stage change curve: stagnation, preparation, implementation, determination, and fruition. He focuses on predictable human emotional responses to organizational change. Duck argues that people embrace change differently and at different speeds, and some individuals go through the same emotional reactions to change. They anticipate negative and positive responses, and they pull the team through the negative to excitement of the new change. The fifth stage theory of change is Beckhard and Harris’s: Managing the Change Process. The model focus on process and it begins with an assessment of why change is needed. The team performs an analysis, determine the need for change, and then create a change vision. The goal is to identify the gap between the present and the future, and decide how to close the gap. The sixth stage theory of change is Cawsey. Deszca, and Ingols Change Path Model. The Change Path Model combines process and prescription. Once internal and external data is compiled, leaders must scan the internal and external environment to understand the forces for and against the organizational shift. The Change Path Model has a four-step process; they are awakening, mobilization, acceleration, and institutionalization