III. Get the vision right
This is to get the team to establish a simple vision or strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
IV. Communicate for buy-in
It means the management process or the operations management involving as many people as possible, to communicate the essentials, simply, and to appeal and respond to people's needs. It also includes the de-clutter communications that makes technology work for an organization rather than against it.
V. Empower action
This refers to the strategy of an organization to remove obstacles and to enable constructive feedback and lots of support from leaders such as rewarding and recognizing progress and achievements.
VI. Create short-term wins
Management aims can be divided into short-termed and long-termed ones. For organizations, to set aims that are easy to achieve is important in enhancing the manageable roles. These short-terms should be easily finished before starting new ones.
VII. Don't let up
This involves the organizational strategies to foster and encourage determination and persistence. This is an important measure to highlight achieved and future milestones in the route of development of organizations.
VIII. Make change stick
This implies that organizations should reinforce the value of successful change via recruitment, promotion so and so forth. Usually, it indicates that the changes should be woven into the specific culture of the whole organization (Schuck, 1995).

Generally speaking, the planned change theories at the present time consider the whole management process as a system of interaction between/among different groups of people within an organization. In a sense, this interactive relationship reflects how the people within the organization are structured together to achieve the management objectives. In the planned change theories, these people are called change agents. The relationship among these change agents can be illustrated in the following chart:
 
Change agents within an organization

2.3 Implications of the change theories to organizational management
In organizational management, the importance of these change theories is reflected by the various functions in providing guidance to the implementation of the specific management procedures. As is known to all, the process of management is full of unpredictable factors that are highly flexible. In order to make the management objectives achievable, it is important for these organizations to clarify how the management procedures might be influenced by the flexible environment of the organization. This can be regarded as the main purpose of change management. In this age of international cultural exchange, change management is of special importance because the competitive environment of organizations is being impacted by diversified factors and conditions. Generally speaking, to summarize the purpose of these change theories in organizational management, three major forms of changes are crucial for the choice of suitable strategies for the implementation of the management operations.

In the first place, the competitive environment of organizations is changing. This includes the change of both the inner and outer environment of organization in particular local and cultural backgrounds. As a result, for these organizations to cope with these changes, they have to be flexible in making adjustments to the flexible environment. The adaptation of the management strategies is usually based on the practical needs of the organizational management. To a large extent, the competitive environment is also the major factor influencing the change of the organizational structure and competitive style in order to make the whole organization fully integrated into the targeted market. For business organizations, this seems to be more important because business competition is full of these unpredictable changes in the international background (Kotter, et al., 1992). So, for business organizations with international backgrounds, it implies that there are a variety of changes that should be managed according to the flexible environment of these organizations. These include the change of competitive policies, marketing targets, business acquisition strategies, re-locations of products and so and so forth. All these changes are crucial to the formation of the structure of an organization and will directly influence change of the organizational structure. They are important for these organizations to gain competitive advantage in the market competition. In the meanwhile, the implementation of the change management in organization structure may also create new management systems and new thinking of management operations.