...Leading for Change Change Presentation 1. Is the need for change at Unitel a consequence of internally or externally driven factors? Explain your answer! Unitel’s need for change was driven by an external driven factor. An external driven factor is an outside influence that forces an organisation to adapt to the changing markets (new technology), population and economic situation, pushing the organisation to change and adapt to a new environment. It is evident that Unitel was formerly owned by the government but was later privatised in the early 1990s. When a company becomes privatised, this is categorized as an external factor because it goes beyond the control of the company. Significant changes in the external environment could include lowering trade tariffs or changes in government ownership policies, as a result of the change, the telecommunication company had experienced an ‘increased competition from foreign and local competitors’ and the ‘telecommunications industry has seen considerable innovation in terms of both products and services in recent years’. Senior management commented that Unitel needs to improve their culture to maintain its profits in the changing market. In order to improve their corporate culture, Unitel implemented a new corporate strategy, Vision 2020. Vision 2020 was developed by an ‘external management consulting firm’ which aimed maintain its name and profits by seeking excellence in their products, customer service, product delivery...
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...Leading Change Paper Name of Student Institution There are many models of change explaining how organizations bring successful changes in their business practices, organization structure and organization climate. My paper focuses on Kotter and Bridge's theories of change. Kotter's theory follows a proactive change process because it prepares companies to avoid any future problems or prepares a company for future opportunity (Kotter, 2012). An example can be when a manager for the clothing industry prepares in advance for an increased supply of clothes for warmth to cater for the winter season . He prepares for the change in advance expecting to make more sale when winter season arrives. Bridge's theory follows a reactive change process because the organization brings changes to its practices after the problem has occurred or an opportunity to a company has risen (Bridges, 2009). In the above example if the company was to use Bridges theory, the manager in the clothing industry will increase his stocks after his customers have missed the large supply of cloths they needed. He will increase the supply after he has experienced shortage. Another difference is that bridge's model provides that change takes place in the organization whereas transition is something that is internal affecting their mind when faced with change. Kotter's theory features on what brings a successful change to an organization. Bridge's theory is an Individual change...
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...Leading Change at Simmons (A): The Challenges of Leadership in Managing Cultural Change in Large-Scale Organisations Introduction This case study examines the challenges of leadership and how they manage change in large-scale organisations. This particular case examines Simmons, a 130-year-old manufacturer and distributor of mattresses; it highlights the challenges faced by the newly employed CEO, Charlie Eitel, who has been hired by major shareholders, Fenway Partners to overhaul the organisation’s operation and initiate a turn-around in Simmons’ performance (Casciaro et al., 2005). Based on his experience at turning companies around to improve their operational and financial performances, Charlie Eitel introduced a number of changes on starting to work at Simmons, and his two main objectives were: “...to create a kind of company where everyone want to get up and come to work in the morning”, and “...to create the kind of company that other companies want to do business with.” Apart from change management, the case covers various management issues such as leadership, staff motivation, employee training, employee empowerment, team management, organisational change and adaptation, resistance to change, and organisational culture. All of these issues combine together to affect the performance of Simmons such that the organisation faced its toughest period ever since it was established. Another major challenge was the loss of three major customers due to bankruptcy, which make...
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...LEADING INNOVATION AND CHANGE INSTITUTE OF LEADERSHIP AND MANAGEMENT LEVEL 5 AWARD /CERTIFICATE/DIPLOMA AC 1.1 EXPLAIN THE IMPORTANCE OF INNOVATION FOR OWN ORGANISATION Innovation is central to the future of the organisation (Trust) effectiveness to operate in the external/internal environment. The organisations culture needs to set the conditions and processes for Innovation and creativity to take place. Innovation can help set the strategic direction and enhances the ability to respond to key factors identified in a PESTEL analysis or organisational SWOT (appendix a). Evaluating key factors identified in the PESTEL analysis highlights why innovation is important to the organisation: Benefit | Factor | SIMILTANEOUSLY IMPROVE QUALITY AND PRODUCTIVITY | Better use of technology aligned to business strategyEnsure assets are fully usedDevelop IT for patient self-service systemsMaintain focus on high standards of practice, documentation and communication with patientsImprove health education use of social mediaProvide employees with stimulating work that creates a sense of personal growth | ECONOMIC GROWTH BECOMING MORE COMPETIVE | Improve business processesIncrease investment in sciences and technologyCreating confidence for external investmentCreate business partnerships | TRANSFORMS PATIENT OUTCOMES | Improved decision makingNew medicines, medical technologiesFocus on treatments in the homeGood informatics | An important consideration when new innovations...
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...LEADING ORGANISATION CHANGE 1.0 Introduction Organisations can consider as dynamic and complex social systems where changes need to be done as whole within the organisation system. Today, OD is counted on to improve organisations that are operating in a quite different environment than that of the 1960s. The nature and forms of organisations are changing dramatically. The field of organization development requires its own evolution to accommodate the evolution of organisations. 2.0 The Philosophy of Change Management In order to understand change management we need to look it as strategy and strategic management. According to Viljoen (1994) defines strategic management as “the process of identifying, choosing and implementing activities that will enhance the long term performance of an organisation by setting direction and by creating ongoing compatibility between the internal skills and resources of the organisation, and the changing external environment within which it operates. Change Management is the process of aligning an organisation‟s people, processes, and culture with changes in business strategy, structure and systems. It can be reactive or proactive and strategic or operational in nature. “Organization Development is the attempt to influence the members of an organisation to expand their candidness with each other about their view of the organisation and their experience in it, and to take greater responsibility for their own actions as organisation members...
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...Introduction The purpose of this review is critically to analyze the article ‘Corporate environmentalism and top management identity negotiation’ by Hélène Cherrier, Sally V. Russell, Kelly Fielding (abridged from a research paper originally published in Journal of Organizational Change Management in 2012). Two review questions are addressed: 1. What does the text suggests are the key factors promoting or inhibiting the effectiveness of top management to implement corporate environmentalism within their organization. 2. To what extent which the factors identified are applicable to management conflicts during the implementation of environmentally sustainable initiatives within organizations. Purpose and design The authors’ point of view is to examine the narratives of acceptance and resistance to the introduction of corporate environmentalism. The authors researched addressed the question of “how” members of a top management team support, accept, negotiate, disregard, or reject the implementation of corporate environmentalism within their organization. In this essay, the authors’ arguments are very much clear because it highlights factors implementation of corporate environmentalism within the organization. Corporate environmentalism within the organization was unfolding throughout the data collection process. Findings The authors claim, firstly, a qualitative approach was adopted to address the research aims. Continuously, select a case study methodology as an appropriate...
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...Change is inevitable. It is what makes the world go around and what makes people who we are today. If it wasn’t for change, humans would still be primates or there would be no electricity. The same goes for organizations. Organizations must utilize change in order to stay in demand and stay relevant. With the help of Kotter’s eight steps for leading change, people can recognize organizational change. One of Kotter’s steps for leading change is to create urgency. This means that one should create opportunities that will bring excitement and eagerness to people. This will lead them to want to change their organization. However, this is a rare act. According to Kotter, this step is a bit rare because “it is not the natural state of affairs. It has to be created and recreated.” (Llewellyn, 2015) The second step is to build a guiding coalition. This is the assimilation of a group with the power to lead and support a collaborative change effort. The third step is to form a strategic vision and initiatives. As a form of change, one must have strategic visions that will set them...
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...Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management A systematic approach to OCM is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it. What is organizational change management? Economic and social forces such as globalization, social/culture, political/legal, competition, technology, liberalization, deregulation, unstable financial market and advancement in information technology have made the business environment dynamic in all operating aspects. Change management is a structured approach to transitioning individuals, teams, and organization from a current state to a desired future state. It is an organizational process aimed at empowering the employees to accept and embrace changes in their current business environment Visualizing the need for change early enough and' pooling together the resources required such as human, financial, technological and information on implementation of change helps the company to survive the onslaught of a changing environment. -------------------------------------------------...
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...pursue his own solution. This will influence people positively and if their work is being recognized and valued it will motivate them to do more and sustain or even improve their performance also their attitude towards the leader. When the employees start to complain to others, their perception will be changed and more members of the leader’s team will show negative attitude. Therefore the leader needs to change to prevent this negative attitude toward him. If the leader accepts and pursues the following conditions for changing behavior, which are: see the need, really want it, be convinced that you can do it, dare to change, and social support. The leader has improvement potential for not only his leadership skills but also the performance of his team. After that it will not stop, the leader should see opportunities for improvements day by day, if the trigger has been set by the top management then the leader needs to change the classic model in order to reach better performance. The leader is the driving force on this change, he needs to start the engine on the whole change process, make it more effectively and efficiently. It is not to be productive individually, but be productive as a team. This will give the team credibility and increased influence on each other, they enjoy collaborating. They get things done together, which ultimately makes the organization grow and attracts other highly productive people. When all employees accept and realizes the perception of being a leader...
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...Step One: Establishing a Sense of Urgency Establishing a sense of urgency is essential to gain the cooperation needed to initiate a greater need for change. Some leaders misjudge the difficulty to get people out of their comfort zone, or give themselves too much credit for how well they think they have already done. They could also just lack the patience required to develop appropriate urgency. Leaders should understand the importance of having a sense off urgency. If they did, they would be able to differentiate between complacency, false urgency and true urgency. Many times change initiatives fail isn’t due to being poorly thought out, or insufficient facts, the problem is that the case is all head and no heart. Leaders should “Aim for the Heart.” This way they will connect to the values of their people and encourage them to become great. The business will then bloom with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire. Step Two: Creating the Guiding Coalition Forming the right coalition of people to lead a change initiative is detrimental to its success. The coalition must have the right composition, a substantial level of trust, and a mutual objective. Decision-making is an important component for teams. In a world that is constantly changing, organizations are forced to make decisions more quickly and with less certainty. Teams of leaders and managers acting together are the only effective way to make...
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...Why change is important...............................I I.II- Definition of change management...............I I.III- Organization’s function...............................II I.IV- Organizations mission statement.............III IV- Organizations aims.....................................III [pic] …...................IV II.I- Make urgency happen..................................IV II.II- Create a motivated and diverse team …....V II.III- Showing directives for change …..............V II.IV- Exemplifying the steps for success..........V II.V- Face barriers................................................VI II.VI- Search for short-time results.....................VI II.VII- Moving on to change.................................VI II.VIII- Assuring the change is implemented in the company...............................................................VI II.IX-SWOT Analysis..........................................VII II.X-TOWS Analysis.......................................VIII-IX [pic] …................X [pic] IV.I- First recommendation..................................XI IV.II- Second recommendation ….......................XI IV.III- Third recommendation …..........................XI IV.IV- Forth recommendation ….........................XI IV.V- Final recommendation...............................XI [pic] …..........................XII [pic] I.I Why change is important. We have learned from history that everything in our World is in constant change. When...
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...Kotter, John P. "Leading Change. Why transformation efforts fail", Harvard Business Review, January 2007, pp 92-107 HSN O T H E T E S T S F A L E A D E R 8 H S TS F 1995 ultimate test of a leader no busrness Editors Note: Gulding changemay be the itself' But' human nature betng survives over the long term if it can't reinvent resistedmighttly by the people it most what it is, fundamental changeis often leading change is both affects: thosetn the trenchesof the business'Thus' absotutelyessentialand incredibly difficult change better of organizatronal Perhapsnobody understandsthe anatomY P Kotter'Thisarticle' professorJohn than retiredHarvard Business School prevtewedKotter's1996book Leadtng of spring 1995' in originallypubtished the a factors f rom establishtng sense of ergnt criticalsuccess Change.lt outlines ("lhe wins' to changtngthe culture to e\traordinarY urgencY, creating short-term famitiarwhen vou read it' in pan way we do things around 6srs") lt will feel becauseKotter'svocabularyhasenteredthelexiconandinpartbecauseit containsthekindofhometruthsthatwerecognize,immediately'asifwe'd work on leadtngchange remains alwaysknown them.A decadelater, his definitive. Change Leading Efforts whyTransformati0n Fail theydo them do businesses eightthingsr ight( and y w L e a d e r s h o su cce ssfu l ltra n sfo rm in t h e r i g h to r d e r). by John P.Kofter I L l lt I DECADE,have watched more than loo THEPAST ...
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...According to John Kotter, there are eight essential steps to take when you are leading change. The first step is to create urgency, meaning you need to create the initial motivation to change within the organization. In the case of Blockbuster, we will need to not only communicate our poor performance, but express the urgent need for us to change our business, or face being pushed out of the market by our competitors. Seventy five percent of people within the organization need to be on board with change in order for the change to be successful (Kotter). The first step is very important, as failure to get everyone motivated to change will result in the change not gaining momentum, and ultimately failing. The second step is to build what Kotter calls a “change coalition”. This step involves asking members of the organization to make a commitment to change, and a commitment to communicate the urgent need for change with others. The people who will be most effective will be good leaders, and of course, those with a large stake in the organization. The third step is to create a clear vision for change, and communicate that vision frequently. We will need to determine the values that are essential to the change, and summarize what we see for the future of our company. We will then create a strategy for facilitating change, and make sure that every member of our change coalition can communicate our vision accurately, and with a short summary. The fourth step is all about communicating...
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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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...EXAM DETAILS Course Code: Course Description: Date of exam: BUSM4177 Leading for Change 04/06/2012 Start time ofexam: 8 09:15 Duration of exam: 2hr 15min Total number of pages (incl. this cover sheet) ALLOWABLE MATERIALS AND INSTRUCTIONS TO CANDIDATES 1. Write your full name and student number on each exam booklet together with the number of exam books used. Students must not write. mark in any way any exam materials, read any other text other than the exam paper or do any calculations during reading time. 2. 3. All mobile phones must be switched off and placed under your desk. You are in breach of exam conditions if it is on your person (ie. pocket). This is a CLOSED BOOK Exam. 4. 5. Commence each question on a new page. Carry out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY ...
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