...Creating Change Within Organization Organization to remain successful changes must be made. Sometimes there are certain reasons that pushes organization to these changes. In the tales of Woe at concord bookshop,64 year old independent store regarded as one of the best in New England, faced clashes between owner and staff. The clash appeared to be rooted in finances. The owners of the concord bookshop implemented some changes to the organization without effective change process, and the staff totally resisted to these changes. "A dynamic competitive environment prompts organizational leaders to alter their strategies ,that process of strategic renewal place new expectations on employees at all levels "(spector 2010) Knowing that not all staff would take change positively. In the Tales of Woe at Concord bookshop the owner felt the need for change to regain financial status .However, they failed to involve the staff when this matter came up,Here they failed to complete the strategic renewal phase. According to spector (2010) a new organizational model is necessary for a business to gain profit and survive in the market. Spector (2010) referenced starting new business model as the "greenfield" Its always better to start new business from scratch with staff instead of "challenging of nurturing new business model with an existing model(spector,2010). Although none of the employees role was changed ,no employee was laid off, and no one's salary was cut, yet many of the employees...
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...year Kirkman Company determined a new direction for the future: ‘Co-creating social Enterprises’. From being a management consulting firm focusing specifically on strategic sourcing (what can you do yourself (Make), what can you outsource (Buy) and can you do in partnerships (Ally)), Kirkman shifts towards an orientation of helping clients become more social and inclusive. With this new vision and strategy Kirkman seeks to support its clients in realizing sustainable results. Results that simultaneous enhance societal value and profitability. Where does Kirkman Company come from In the past 10 years Kirkman Company developed to become market leader in the field of Strategic Sourcing. As an independent management consultancy firm Kirkman Company supports organizations to improve their results by finding the right balance between carrying out business operations themselves, outsourcing those operations or enabling more effective delivery through different types of partnerships (Make, Buy or Ally). Kirkman is a young and dynamic firm. Its 55 consultants are all bright, resourceful, a bit stubborn and against the odds. Important values are “leave you ego at the door, no guts no glory, and accelerating developments”. The company’s clients include businesses in the trade and industry sectors, governmental and not-for-profit institutions and financial services firms. Many sourcing issues relate to organizations as a whole, others concern specific business functions, such as HR...
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...Management of Change Why is the concept of a learning organisation so important to the future of Healthworks Limited? Organizations have recognized the commercial significance of organizational learning and the concept of the ‘learning organization’ has been a vital orienting point in this. Writers have required to identify model, or ideal forms, ‘which real organizations could attempt to emulate’ (Easterby-Smith and Araujo 1999: 2). In this sense the learning organization is an ideal, ‘towards which organizations have to progress in order to be able to respond to the various pressures they face (Finger and Brand 1999: 136). It is characterized by a recognition that ‘individual and collective learning are key to success. The concept of learning organization is so important to the future of Healthworks Limited because company wants to provide their best products and services to their customers, as many of its staff have few formal qualifications and they have had unpleasant experiences of learning and development. Senior Management team at Healthworks wants to become serious about becoming a learning organization. The challenge facing managers today is to make the attempt needed to learn some of the new skill and techniques, and to put in processes that connect their workforce in programmes of continuous capability development. Learning should be incorporated into the doing, as part and parcel of everyday work. It should also be energising, inspiring and fun. Getting the...
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...for a variety of tasks within their organization. One of the most important roles of a manager/leader is to encourage and motivate their employees to perform to the best of their ability for the success of the organization especially when changes occur. The upper management within our organization has decided that the department must be downsized; therefore we will need to begin preparing our teams for the changes that will be happening. As managers, it is important to understand various motivational methods to lead and implement changes that may occur within the organization. Creating a positive work environment, offering better health benefits, and providing our staff with the education they need are a few methods we believe will help motivate the employees in the organization. Creating a Positive Work Environment One of the most beneficial ways of motivating employees is by creating a positive work environment. When creating these desired surroundings, there is a greater likelihood for employees to look forward to coming into work. This particular atmosphere also makes them feel more valued and can have a huge impact on their personal morale within the establishment. Managers must help the employee build confidence, establish routines, and set realistic, challenging goals. They need to remind employees of past successes, not past failures (FOX Business: Small Business Center, 2015). There are many factors that a manager can focus on when creating this positive work environment...
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...an integral part of the business model. The ability to learn faster, better, and more cheaply than the competitor can mean the difference between maintaining market leadership and barely surviving (Davila, Epstein& Shelton, 2006). To regain its long held standing as a leader in the snack industry Best Snack, Inc must implement a plan that focuses on creating a culture that cultivates innovation, developing management systems that are aligned with the new strategy, and creating a new product line that will bring the company back to the forefront in the snack industry. Describe the Situation Issue and Opportunity Identification Best Snacks, Inc has been a leader in the snack industry for many years. As the snack industry began to change to meet the demands of a consumer market that is more health conscious, Best Snacks has failed to meet the challenge. Best Snacks has been slow to adapt to change and stray away from its tried-and-true research, development, and marketing activities (University of Phoenix, 2006). The complacency of Best Snacks, Inc has caused it to have falling sales and stock prices. Successful organizations tend to become complacent and conservative in order to preserve their core competencies (Davila, 2006, p.239). Best Snacks, Inc has an opportunity to evaluate its current strategy and develop a new strategy that is conducive with innovation and creativity. The lack of innovation at Best...
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... Organizational behavior or otherwise known as OB, offers organizations and its managers knowledge and understanding of how individuals and groups interrelate within an organization with the understanding and studying of behaviors. This insight better prepares and provides comprehension to organizations assisting in the enhancing the dynamics within both individuals and group behaviors. Organizational behaviors have enabled a more scientific approach in understanding the relationships between employees and managers and its link in terms of behavioral and social sciences. OB’s approach in terms of observable aspects are reliant on scientific methods using models, which link independent and dependent variables and the relative outcomes among the two applied any discovered theories of interest. Researched methods used in organizational behaviors include meta-analysis, field, laboratory, survey, and case studies, (Schermerhorn, Hunt, & Osborn, 2008). These methods are applied in efforts to develop new means of understanding of how people within companies affect dependent variables and how companies can implement changes in creating a difference. An evidence-based thinking method used in OB called the contingency approach identifies “how different situations can best be understood and handled” (Schermerhorn, Hunt, & Osborn...
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...The Social Change Model and Servant Leadership Theory: Comparisons and Contrasts Introduction Leadership is essential for all successful organizations. However, the form of leadership that is practiced by various leaders is vital in determining how the activities of the organization are managed. There are many different forms of leadership practiced in differing environments. Servant leadership and social change models are some of the most common leadership theories used in pursuit of organizational success. This paper will describe in detail the servant leadership and social change models and contrast their methods of leadership. Also I will seek to explain how they could be applied in the leadership role of any given organization. Servant leadership Robert K. Greenleaf introduced the concept of Servant Leadership in his book “Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness”. In the description of servant leadership, Greenleaf describes servant leadership as: a natural feeling where the leader feels that they should serve the people first (Greenleaf, 2002) . Greenleaf describes a servant leader as a leader who puts the needs of his or her people first before other personal needs associated with the role. A servant leader will strive to ensure that they prioritize other people’s needs first and ensure that their welfare is paramount. According to Greenleaf, The difference manifests itself in the care taken by the servant-first to make...
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...“The Heart of Change” Introduction Organizations are facing rapid change more than ever before. Change is a pervasive, persistent, and permanent condition for all organizations (Ivancevich, Konopaske & Matteson, 2010). In reality, not all organizations will successfully make appropriate changes or adopt the correct procedures to make the change last. There is no doubt that change can cause anxiety within the ranks. According to Kotter and Cohen, authors of “The Heart of Change”, people change what they do less because they are given analysis that shifts their thinking. In most cases, they change because they are shown a truth that influences their feelings (Kotter & Cohen, 2002). When change is implemented effectively, it is not only a win for the organization but for the employees as well. Kotter and Cohen explained that change involves an eight-step process. Those eight steps are increasing urgency, building the guiding team, getting the vision right, communicating for buy-in, empowering action, creating short-term wins, do not let up and making change stick. Discussion Urgency is defined as pressing importance or requiring speedy action (Merriam-Webster.com). According to Kotter and Cohen, the first stage of large-scale transformation should be to create a sense of urgency that the change is necessary. Urgency helps motivate personnel to overcome complacency, fear, anger, or pessimism, which may result in resistance (Kotter & Cohen, 2002). Individuals...
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...THE EIGHT STAGES OF CHANGE AND ITS RELATIONSHIP TO ORGANIZATIONAL BEHAVIOR AND MANAGERIAL CONCEPTS BY JEROME MITCHELL DR. TYRON WOODARD JULY 22, 2012 Change is defined as the act or process of altering or modifying. Change is very prevalent and viewed differently in the business world. It is a something that takes place daily within any given organization. It does not matter what the situation the business is dealing with, that being growth, startup, downsizing, recession, or leadership change, a business or entity will experience the concept of change. Several companies have problems with the agents of change; John P. Kotter has developed a process of eight stages that initiate change in order to guide organizations through the change process. I will attempt to discuss the stages and show a correlation to topics discussed in organizational behavior and whether or not the topics support or contradict the processes. Stage 1 is Increase Urgency. Every organization has experienced some level of success, but with each success earned, there has also been failure. When formulating a company’s own process for success, becoming stagnant in an ever-changing climate becomes an issue. There's no pressing factor or pressures to get employees or their leaders excited about upcoming changes. Kotter proposed that in order to start implementing change, there must be a sense of urgency available. Establishing a sense of urgency is crucial...
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...a Learning Organization?” In their article, "Is Yours a Learning Organization?" Garvin, Edmondson and Gino develop a list of standards that companies can use to measure the efficacy of their learning organization (2008). They emphasize the importance of a company being an innovative learning organization to handle competition, technological advancements, and unpredictable changes in their markets. The authors make the process of creating a learning organization clear by naming three building blocks of an effective learning organization. These include creating a supportive work environment, creating concrete learning processes and practices, and maintaining leadership that reinforces learning. This article defines what a learning organization is, explains how organizations can put this definition into practice, and gives organizations a tool to identify any areas in need of improvement. The article begins with a concise definition of a learning organization. According to the authors, this is an organization in which "employees continually create, acquire, and transfer knowledge" (Garvin, Edmondson, & Gino, 2008). It is not enough to simply tell employees the company's vision or give them a lot of training; they must also be encouraged to be tolerant, open to discussion, and to think holistically. Employees exposed to such practices have the ability to adapt more quickly to changes. Unfortunately, companies have often failed to achieve the learning organization ideal because...
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...Leading Change Paper University of Phoenix Good Sport, Inc manufactures and sells fitness equipment such as treadmills, exercise bikes and other exercise equipment. The company was founded by an ex-basketball player Jason Poole in Coral Springs Florida. The company has created a hierarchy organizational structure which includes a span of control. “Span of control is the number of people directly reporting to the next level in the organizational hierarchy,” (McShane & Von Glinow, Chpt. 15 pg 17) which includes team members, team managers, vice presidents, Chief Executive Officer (CEO), and other management officials, for Good Sport. Within the span of control there are various subsections creating a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities because it influences organizational behavior in the following ways: (1) Departmentalization establishes the "chain of command," that is, the system of common supervision among positions and units within the organization. It establishes formal work teams (2) Departmentalization usually creates common measures of performance. (3) Members of the same work team, for example, share common goals and budgets, giving the company standards against which to compare subunit performance and (4) Departmentalization encourages coordination through informal communication among people and subunits. With common...
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...Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses to Change and the successful...
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...shares his experiences of the change process within organizations. He has been observing the change process for about 30 years. He studies a paradigm shift of old management models that are not compatible with today’s fast paced changing business environment and shifting global economy. The book has a lot of helpful advice about dealing with this change process. The book is a guide for today’s organizations to deal with the new technology innovation, economic uncertainty, and ever changing. It’s divided into three sections. The first two chapters discuss the reasons behind the failure of more than 100 companies of making themselves better competitors. The author discusses the reasons behind the failure of most organizations even though they throw money and effort to win, and how executives and leaders can turn the thinking processes and behavior of large groups around. Many organizations are failing because they follow the philosophy “if it’s not broke, don’t fix it”. The author calls companies to embrace transformations from the old strategy of micro-managing, constant strategizing, downsizing, and new cost-cutting approaches to the twenty-first century strategy of leading change. The author talks about how managers and leaders are quite different, and explains that manager is trained to think in a risk-limiting manner. The next section discusses Kotter’s Eight Stage Change Process that provides a detailed framework to guide leaders for change. The eight stage process are:...
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...management policies and procedures. Wal-Mart’s constant pledge to value people throughout its leadership, management and organization has paved the way to the success of Wal-Mart (Wal-Mart, 2007-2008). Management and leadership are two different concepts that complement each other. There are also differences between them. Leadership is to guide, inspire and motivate. Management is to direct, focus on systems, structures, and relies on control systems (Bateman & Snell, 2009). At times these skills are utilized separately, but more often in today’s business environment one must act as a manager and leader. Sam Walton recognized immediately that the most valuable assets of any organization are the people. Wal-Mart’s leadership ensures that they successfully serve their consumers, and employees. Mr. Walton’s motto is “Individuals don’t win; teams do” (Wal-Mart, 2010). Leaders provide goals and directions while managers execute the ideas behind the visions and goals (Bateman & Snell, 2009). An individual who is acting as both leader and manager must be skilled enough to balance the two. Organizations cannot lead without management, if so employees will acquire a goal without direction on how to achieve it. Managing without leadership will result in employees questioning why they are doing certain tasks. A major difference between leadership and management is change .Leaders must initiate...
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...participate in the change process? Desire is the second step in the ADKAR model Building desire Managers cannot dictate or control an employee's desire to change. Employees choose. However, that does not mean that managers are powerless to achieve this result with their employees. The enablers or elements that may create a desire to change include: • Fear of job loss • Discontent with the current state • Imminent negative consequences • Enhanced job security • Affiliation and sense of belonging • Career advancement • Acquisition of power or position • Ownership for the future state • Incentive or compensation • Trust and respect for leadership • Hope in future state Personal context for change These positive and negative motivating factors are evaluated by employees within the following personal context: • An employee's personal and family situation (health, financial position, stability, mobility, relationships, etc.) • An employee's professional career history and plans (successes, failures, promotions, aspirations, years left before retirement, 2nd career potential, etc.) • The degree that this change will affect them personally (in some cases even large changes can have only a minimal impact on some employees) Organizational context for change Employees also evaluate these positive and negative motivating factors based on: • an organization's history with change (past change success or failure, the likelihood that this change will really happen...
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