... Introduction A famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (The World Is Flat ). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich, Konopaske, and Matteson, (2011) authored respective books on implementing effective change in an organization. While each book offer’s similar insights on change through organizational behavior, there are slight differences. One author provides insight through the use of case studies and opinions while the other relies on academic work through theories,...
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...Leading Change by John P. Kotter Introduction of author John P. Kotter, a worldwide famous expert on leadership at Harvard Business School, was a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972 and who was voted tenure and a full professorship at the age of thirty-three in 1980. Kotter's honors include an Exxon Award for Innovation in Graduate Business School Curriculum Design and a Johnson, Smith and Knisely Award for New Perspectives in Business Leadership. He again gained the title as the #1 ¡§Leadership Guru¡¨ from a survey for 504 enterprises that was conducted by Business Week magazine. Outline of this book Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture. Perspective on this book This book carries great...
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...Caldwell (2003), executives as well as high level senior managers of the organisation are considered as change leaders. They are the people who imagines, initiate as well as funding for extensive strategic change or making the employees believe and empower them to operate. On the other hand, the middle level managers as well as functional experts are usually regarded as change managers because they perform the transition and build the assistance for change in the units of business as well as important functions. According to Kotter (1997), these two roles all have change to succeed in changing in spite of the difference between us because it requires a process having the leadership as well as assistance of management. The management plays an important role in supporting the change process to make it succeed, but in this essay, it is only concentrated on the role of leadership in an organization. In order to do this target, it is necessary to rely on eight general lessons of John Kotter advanced in his eight-step model saying that the most important of a planned change as well as the way to apply it efficiently in the active environment in the present day. Leading a change initiative is...
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...Change management stories Name: University: Course: Tutor: Date: Introduction The current business atmosphere is characterized by a myriad of changes that often bring new opportunities as well as challenges to established ways of doing things. Technological advancements, changing economic fortunes are some of the factors that frequently call for new approaches in doing things so as to cushion business from the adverse effects of failing to embrace these changes. Increasing levels of competition puts firms to their toes as they continuously more effective techniques with a view to gain a competitive advantage (Anderson & Anderson, 2001). Organizations and scholars are in agreement that change is inevitable. The result is a development of change models which help organizations to embrace and structure change processes so as to reduce resistance (Brisson-Banks, 2010). This essay discusses Kotter’s change model and its application to the stories of change at IBM, Hewlett Packard and Kodak. Kotter’s change model and stories of change As mentioned earlier, change is inevitable in organizations. While a majority of stakeholders often recognize the need for the implementation of change, most organizations are met with general resistance towards change. People often find it hard to abandon old ways of doing things that they are familiar with as they fear the unknown (Anderson & Anderson, 2001). Human beings fear failure as well as the loss of their power...
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...Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 59-67. Retrieved from http://www.csc.mnscu.edu/docs/LeadingChange.pdf Starr, K. (2012, September 18). The Eight-Word Mission Statement. Retrieved from http://www.ssireview.org/blog/entry/the_eight_word_mission_statement Meehan, C. (2015). Flat Vs. Hierarchical Organizational Structure. Chron. Retrieved February 6, 2015, from http://smallbusiness.chron.com/flat-vs-hierarchical-organizational-structure-724.html Tharp, B. (n.d.). Four Organizational Culture Types. Retrieved January 28, 2015, from http://www.canfieldco.com/uploads/Four_Organizational_Culture_Types.pdf 4) Design an organizational culture that complements the organizational structure and organizational goals (market, hierarchical, clan, adhocracy)5) Assess the environment for change in your plan. Is there a mechanism built in to the organizational structure and culture to facilitate change? | There are eight steps that Kotter suggests for transforming an organization (Kotter, 1995). First, Mr. Dunn should create a sense of urgency within the organization and attempt to identify opportunities for the merged business. Next, Mr. Dunn should put together a group of leaders to encourage the organization to work as a team and lead the organization through the changes. Third, Mr. Dunn with the assistance of Mr. Atkins should establish the vision the newly formed business. Strategies should also be developed...
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...years, there have been various studies which all affirmed that between 60-80% of all change undertakings fall flat completely or incompletely: either the targets of the venture are not attained or the ventures can't be finished in time or on plan. Normally, a ton is in question: cash, individual notoriety, and the strength of the association. Kotter's Model of Organizational Change Today's associations are confronted with an expanding need to adjust to new substances that quite often bring about some authoritative change. The procedure of actualizing change in associations is frequently intricate and trying for generally administrators. To help chiefs effectively actualize transform, it is prescribed that they utilize some variant of a change model to expand their shots of fruitful execution. While there are numerous models for change administration, the vast majority of them start from the work of John Kotter's eight-stage change model. Particular steps in the model include: secure a feeling of direness, make the controlling coalition, create a dream and technique, impart the change vision, engage expansive based activity, produce transient wins, solidify additions to deliver more change, and grapple change in the association's society. (Kotter, 2014) Establishing a Sense of Urgency Support of the association's existing conditions ought to be seen as a danger to the representatives' prospects, making parts more prone to grasp the change. As it were, workers ought to feel uneasy...
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...Change Analysis: The Impact of a Management Change in the Workplace Abstract This paper discusses the changes of the tennis club I work at after new ownership and new management come in and swiftly begin to make changes. It is the process in which the changes were made that is discussed throughout the paper in regards to John Kotter’s 8-step change model discussed in his book The Heart of Change: Real-life stories of How People Change Their Organizations. It is the steps that were taken to introduce change to existing staff and the team that was put together by the new manager to implement those changes. Change Analysis: The Impact of a Management Change in the Workplace Introduction Change is never easy and it is especially difficult when the change is the management of an organization. When a change in management occurs, it is often followed by the management making changes to the jobs we do and the work that is done. This kind of major change needs to be effectively completed in order for it to be successful. There needs to be high competencies in management and leadership so that all of the challenges can be met today and tomorrow (Trotter, 2013). I work part-time for the private tennis club my family belongs to. About five years ago, the club was purchased and the new owners wanted to take it in a new direction. The club had been ran exactly the same way for almost 40 years and it was not to the benefit of the owners. The new owners came in with one big idea...
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...8 STEP MODEL Introduction As a leader of an organization you will often be involved in change. New processes, new business models, new customer requirements and new technologies will create forces for change in your business. To effectively manage change it is important to understand the eight step model. Learning Materials Kotter's Eight-Step Model for Leading Change According to Kotter, organizational change is a multistep process rather than a single event. Kotter refers to this as the transformation process. It has several stages that build on one another, and it may take quite a long time. Those who lead change must follow an eight-step process to bring their organization through a successful transformation: * 1. Establish a sense of urgency. Leaders within an organization should work to inspire members to sense that change is necessary. Leaders should call upon members of the organization to cooperate and appeal to their shared values at this stage. * 2. Form a powerful guiding coalition. At this stage, leaders create a unified team of people who can lead the change effort. Leaders should choose members who have credibility and expertise in the eyes of employees. * 3. Create a vision and strategies for putting that vision into practice. A statement of vision for change should be easy for employees to understand. * 4. Communicate the vision. Leaders should communicate and reinforce the vision through daily activities and actions. * 5. Empower others...
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...Integrative Paper Kotter and Cohen’s The Heart of Change Ivancevich, Konopaske and Matteson’s Organizational Behavior and Management Introduction Kotter and Cohen’s The Heart of Change is written with the premise that “people change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings” (Kotter and Cohen, p. 1). This is an extremely powerful message and important for organizations to understand if they are going to be successful at implementing a large-scale organizational change. The Heart of Change describes how companies can effectively transform their organization to better succeed in the constantly changing, turbulent society we live in today. Kotter and Cohen’s strategy for successful reorganization is described in an eight-step process. Ivancevich, Konopaske and Matteson’s Organizational Behavior and Management, builds on the ideas presented in The Heart of Change by giving a more in-depth explanation of organizational behaviors, processes and changes. Both of these readings offer a better understanding of how shifting the behaviors and emotions of an organization’s employees is essential in succeeding at organizational change. Discussion Step one of Kotter and Cohen’s The Heart of Change is the most significant of all eight steps. Step one involves the need to create a sense of urgency throughout the workforce to begin the process of organizational change...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...Continuous change when it happens, needs constant updating of working approaches and social advances. Orlikowsky suggests that continuous change involves individuals and groups, who will be dealing with breakdowns, exceptions, opportunities that the change will bring with it (Hayes 2010). This analysis will show the most important theories of Change Management: Kotter’s 8 steps, Lewin and Prosci. Additionally we will look at Leadership theories such as Trait, Transformational and Great Man Theory, followed by a critical discussion on the role of Leadership in Change Management and finally an analysis in the case study of Biogen Idec Inc. 2. Literature Review 2.1. Change Management Theories 2.1.1. Kotter’s 8 Steps In 1995 Jhon Kotter introduced an 8-step change model for helping managers deal with transformational change, Webster (2012). The model outlines an organized and effective approach of managing a major change. Kotter (2007) states that “Leaders who successfully transform businesses do eight things right (and they do them in the right order)”. Armstrong (2006) goes through the eight steps as follows: Establishing a sense of urgency. Make others see the necessity for change and they will be persuaded of the prominence of acting straightaway. Forming a powerful guiding coalition: Bring together individuals...
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...CEO of Nokia has announced strategic partnership with Microsoft so that Nokia can present its competitive OS Windows Phone. 4.http://www.strategicmanagementinsight.com/swot-analyses/starbucks-swotanalysis.html -In this link , the published article does a SWOt analysis of Starbucks identifying Starbucks's strength, weakness, opportunities and threats.It describes how rise in coffee bean prices, availability of raw materials, over priced retail outlets, globalization has impacted the company. 5.(http://www.strategicmanagementinsight.com/swot-analyses/facebook-swot-analysis.html) -In this link , the published article does a SWOt analysis of Facebook identifying Facebook's strength, weakness, opportunities and threats.It describes the business model changes, Facebooks social networking websites strengths and weakness, globalization has impacted the company....
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...Running Header: STORIES OF CHANGE Stories of Change Prof. Dr. Vanessa Graham HRM 560 January 26, 2014 Introduction The current business atmosphere is characterized by a myriad of changes that often bring new opportunities as well as challenges to established ways of doing things. Technological advancements, changing economic fortunes are some of the factors that frequently call for new approaches in doing things so as to cushion business from the adverse effects of failing to embrace these changes. Increasing levels of competition puts firms to their toes as they continuously more effective techniques with a view to gain a competitive advantage (Anderson & Anderson, 2001). Organizations and scholars are in agreement that change is inevitable. The result is a development of change models which help organizations to embrace and structure change processes so as to reduce resistance (Brisson-Banks, 2010). This essay discusses Kotter’s change model and its application to the stories of change at IBM, Hewlett Packard and Kodak. Kotter’s change model and stories of change As mentioned earlier, change is inevitable in organizations. While a majority of stakeholders often recognize the need for the implementation of change, most organizations are met with general resistance towards change. People often find it hard to abandon old ways of doing things that they are familiar with as they fear the unknown (Anderson & Anderson, 2001). Human beings fear...
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...The Theories and Practices Behind Organizational Change Is real and permanent change truly as difficult to achieve as it is sometimes suggested to be? If so, what steps are necessary to properly introduce major changes within the context of an organization? Can an organization survive in today’s fast paced global economy without properly instituting regular changes in order to adapt to the very fluid market in which it resides? The Heart of Change by John P. Kotter and Dan S. Cohen attempts to address the answers to some of these fundamental questions and more by exploring what steps are necessary for organizations to make when undertaking change management processes. Motivational speaker Tony Robbins once said, “By changing nothing, nothing changes.” It is a very simple yet elegant statement about the nature of change. Never is it wise to simply live up to the status quo and expect that somehow, someway your situation will spontaneously improve itself. Change means taking immediate action in order to correct mistakes that have been made, or to improve upon already successful practices. The vast majority of today’s thriving organizations have realized this and have made change, adaptation, and flexibility key components to their business model. However, many organizations that attempt change are unsuccessful due to their lack of understanding about how change is properly implemented and maintained. For many organizations in our current economic climate, failure at...
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...any) between Organizational Behavior and Management (John M. Ivancevich, Robert Konopaske, and Michael T. Matteson; our textbook) and The Heart of Change (John P. Kotter and Dan S. Cohen). After reading and studying both books, I conclude that Kotter’s work speaks more towards real world experience and our textbook speaks from an academic perspective, they are both very similar in definition, examples and objectives. Kotter explains that there are eight stages of successful large-scale change. He refers to these stages as the flow and consist of urgency, guiding team, visions, communication, empowerment, short term wins, don’t let up and make changes stick (Kotter, 2002 vi, vii). Prior to addressing and analyzing specific aspects of the stages of successful large scale change, we should first look at change. What it is, what does it involve and the impact not only on individuals but on organizations. We have all experienced change in our personal as well as professional lives. At times it can be painful, frightening and over whelming yet it can also be exciting, rejuvenating, and an opportunity to be creative, innovative leaders or change agents. In our world of technology and new inventions and management or growth techniques, change is inevitable for survival. To be successful a well thought out plan that not only includes written documents, budgets, graphs and other necessary information, we must always include the personalized level and engage people in the...
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