...attribution, motivation, group dynamics, power and politics, leadership, conflict resolution, organizational culture, and organizational structure and design. This same description can be best summed up in “The Heart of Change” – Real Life Stories of How People Change Their Organizations. To fulfill the final requirements of MNGT 5590, it is my intent to provide a summation of The Heart of Change, how the books ties into the course’s main text, “Organizational Behavior and Management, and how both books are interwoven into various facets of my life, and finally, I will provide some closing thoughts related to my interest in the Heart of Change and the class in general. Written by John P. Kotter and Dan S. Cohen in 2002, the Heart of Change is based on Leading Change, a book written in 1996 which described how it is not systems or strategies that make organizations successful. Rather, it is the human nature (behavior) of people that make organizations successful. How? By tugging at one’s emotions. Kotter and Cohen interviewed over 200 people from 90 United States, European, Australian, and South African organizations to create eight steps people follow to foster change. The purpose of the Heart of Change is to delve into the core problems people face regarding...
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...show how an organization you know introduced change successfully. Highlight how resistance to change was managed Table of Contents INTRODUCTION 3 CHANGE MANAGEMENT 3 ESSENCE OF CHANGE MANAGEMENT 4 Attributes of Successful change management 5 CHANGE MANAGEMENT MODELS 5 1. LEWIN’S CHANGE MANAGEMENT MODEL 5 2. MCKINSEY 7S MODEL 8 Advantages of McKinsey 7-S Model 10 Disadvantages of McKinsey 7-S Model 10 3. KOTTER’S 8 STEP CHANGE MODEL 10 Advantages 14 Disadvantages 14 4. Action Research Model 14 5. The positive model 16 6. ADKAR Change Management Model 17 Transition of WWF Kenya Country Office to WWF KENYA (National office) using Action Research Model 19 Resistance to change 22 Types of resistance to change 22 Management of resistance to change 23 References 24 INTRODUCTION CHANGE MANAGEMENT Organizational development (OD) is a field of study that addresses change and how it affects organizations and the individuals within those organizations. Effective organizational development can assist organizations and individuals to cope with change. Change is the vein that keeps an organization alive and change management can make or break the organization. Change management is technical term for the approach to change organizations, teams or/and individuals from their current state to desired future state. Change management can also be described as an approach to transitioning individuals, teams and organizations to a desired...
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...Strategic Planning Study Guide Strategic Planning is the process which the guiding members of an organization envision it future and develop the procedures and operations necessary to achieve that future. ************************************************************************ OldWay vs NewWay OldWay (in order of priorities) 1. The Document...the bigger the better, get the bosses of your back 2. The Process...delegated to an individual or the command staff 3. The Implementation...they could not care less NewWay (in order of priorities) 1. Implementation... 2. Process... 3. Document... The old way was about efficiency. Satisfying a govt body who wanted a document. The new way is about effectiveness. If you focus on effectiveness, the likely by product is that you will be efficient. If you focus on efficiency, the likeliness of being effective is 50/50. Involvement and participation by a lot of people equals successful implementation... The lack of the same equals resistance. You want to create ownership of the plan by the troops. ************************************************************************ Course Objectives 1. Recognize, understand and interpret emerging trends. Example: All drug trends start on the west coast. 2. Describe leadership traits of future leaders. Visionary, competent, lead by example, integrity, 3. Develop a positive organizational culture. Example: Foster learning, don't micromanage, don't manage for the slugs (10%) manage ...
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...Members 1 Moses Jimu 2 Elizabeth Makota 3 Simbarashe Mazorodze 4 5 Walter Busangavanye Clements Muvami Introduction The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.” John P. Kotter What is Change? What is not happening that should be happening? is happening that should not be happening? better? is happening that could happen What What Change Defined An alteration in people , structure or technology. To cause to be different or to undergo transformation. a) b) c) d) e) f) g) h) Reengineering, restructuring, downsizing, right-sizing, mergers, acquisition, new technology, new markets, new customer demands, b) new government regulations, global competition c) and vacillating world economy all add up to change. a) Change has no boundaries, it knows no time limit. It cuts across every political divide, economic sector and all social classes Change is constant and unstoppable and so powerful that no one can detour it, except the all mighty God, for he was the same yesterday, is the same today and will ever be the same forever Thus change is constant and inevitable. Change can be classified into two categories namely: 1. unplanned change and 2. planned change. Unplanned change is forced on an organization by external environment. Planned change results from deliberate moves/attempts...
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...The Heart of Change Appealing to the Heart, Not the Mind Excerpted from The Heart of Change: Real-Life Stories of How People Change Their Organizations By John P. Kotter, Dan S. Cohen Buy the book: Amazon Barnes & Noble HarvardBusiness.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-4672-9 4673BC This document is authorized for use only in GMBA-EN-BL_Abr2015_A1 - Strategy Implementation by Pedro Guillermo Ruiz, IE Business School from January 2016 to January 2017. Copyright 2008 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter Introduction of The Heart of Change: Real-Life Stories of How People Change Their Organizations, copyright 2002 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@harvardbusiness.org, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide.You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016...
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...TRIDENT UNIVERSITY INTERNATIONAL ITM 423: System Acquisition, System Development and Project Management Module 3: IT Project Roles, Responsibilities and Staffing Case Assignment May 2014 Term June 22, 2014 Assignment: Prepare a 4-5 page paper discussing the question: “Discuss how an IT Manager could Create and Maintain a Successful and Winning Project Team” Discuss how an IT Manager could Create and Maintain a Successful and Winning Project Team At the center of an IT Manager and Project Manager’s focus are teams, because without people and teams there would be no projects getting done or advancement in the latest technology. Successful team development has its own dynamics that must be harnessed if the IT Manager is to make the organization successful. This can introduce change, which in and of itself introduces uncertainty, anxiety and stress which must be tackled head-on to produce a winning project team (Webster, 2011). While there is no concrete way to guarantee a project success, there are ways and best practices that you can use to improve the chances of success. These can be from examining lessons learned from a past project which may reveal any valuable information that could help and may ensure a projects success as well as create an environment that allows the project team to thrive. Some of the best practices can be learned from a project failed due to it being rushed or not planned properly. The IT Manager, project manager and project team are all...
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............................ 3 Kurt Lewin’s Change Model ........................................................................................... 4 Unfreezing .................................................................................................................... 4 Moving .......................................................................................................................... 4 Refreezing ..................................................................................................................... 4 Initiators of Change............................................................................................................. 5 Steps to Transformation ...................................................................................................... 7 Kotter’s 8 Step Model ......................................................................................................... 7 Conclusion .......................................................................................................................... 9 References ......................................................................................................................... 10 PAGE 1 Introduction Change is a journey is based on the fact that change in most organisations it not a straight forward...
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...CASE STUDY: VIGNETTE REVISITED Q1: Develop the first few steps of the project plan. Step 1: Project Goals The project is considered successful when the needs of the stakeholders have been fulfilled. Stakeholders are individuals who directly or indirectly be involved or affected by the project. Step 2: Project Planning Using information obtained from the first step, list the things that need to be done to ensure the project goals. Step 3: Project Schedule Task list should be made to ensure that the planning of this project can be made as planned. of which is the timeliness or schedule plan. Step 4: Supporting Plans The final steps to consider are a plan that has been made in the planning process. Related matters are human resource planning, communications planning and risk management. Q2: Discuss the potential political necessities outlined in this section as they related to this type of implementation. Q3: Think about and create a list of step that make sense for your organization. List step that should be taken when we want to plan for organization are:- 1. Review and revise project objectives by examining reports and project documents. At the start of any project, there will be a variety of ideas and opinions about the purpose and scope of the project, what the final product of the project will be, and how the project will be carried out. The Project Initiation Stage is concerned with taking these ideas and intentions and developing them into a formal...
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...JDT2 Human Resources Task 3 Performance Appraisal System “Presenter’s Notes” Western Governor’s University Grace H. Kwasman April 8, 2014 Introduction “The bottom line in leadership isn't how far we advance ourselves but how far we advance others.” John C. Maxwell Performance Appraisal Systems Performance appraisal is a process by which the job performance of an employee is evaluated. It is a part of employee’s professional development and consist of regular reviews of employee performance within organizations (Wikipedia.org). The performance appraisal is a quintessential part of the human resources management in any organization. Section A- Benefits Big and small, any organization must adopt an effective performance appraisal systems in order to keep their workforce productive, meet company objectives and at competitive edge in today’s market. When effectively used, performance appraisals the benefits to the employee, the manager and the company are invaluable: a. Alignment- It provides a forum to discuss clear understanding of the expectations and what actions are needed to achieve those job expectations for the employee. The manager/company gets the opportunity to connect team and individual objectives with the organizational strategic goals. b. Accountability- During the performance appraisal, the employee are able to gain a better understanding of their faults, strengths and are able to make plan for improvement as needed...
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... . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 The Beekeepers and Their Bees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Using Balanced Measures ................................................. Categories of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 18 CHAPTER 3 DEVELOPING EMPLOYEE PERFORMANCE PLANS . . . . . . . . . . . . . . . . . . . . 20 Step 1: Look at the Overall Picture ....................................... Step 2: Determine Work Unit Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . Method A: Goal Cascading Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Method B: Customer-Focused Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Method C: Work Flow Charting Method . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 28 29 32 35 Step 3: Determine Individual Accomplishments That Support Work Unit...
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...Advanced Persistent Threats Against RSA Tokens John Valachovic Dr. Nelson Stewart CIS 502 April 25, 2013 Abstract In this paper I will look at RSA tokens and describe a successful APT attack. I will disclose the attack methods used and explain why they were successful. I will also explain the best methods available to control and prevent these attacks. With new emerging technologies organizations may reduce the APT threat. Advanced Persistent Threats Against RSA Tokens Advance persistent threat has become one of the most dangerous and damaging threat to hit the security arena. APTs are highly adaptable and are usually customized for each attack targeting vulnerabilities, system flaws and even humans with social engineering, spoofing, whaling and spear phishing. APTs are usually an attack against governments, military, political targets, private sector organizations and corporations [ (Curry, et al., 2011) ]. Being able to defend your network and detecting intrusions has become vital. Vulnerabilities APT attacks often use subversive methods to prevent detection. APT attacks are carried out over a long period of time and are planned in advance. Attackers spend a long time planning the attack be it social engineering or searching for access through the supply chain [ (Curry, et al., 2011) ]. Once an attacker gains access to his target network they can go undetected while they snoop around searching for the intended target. Hackers could be after an organization’s...
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...Six Disciplines and Secrets to Successful Strategy Execution | Book Review | | Introduction: Gary Harpst was one of the founder and CEO of The Lord’s Business Inc.(TLB), aka Solomon Software, very popular software back in the 80's and early 90's when the PC industry was very young. He grew his business from startup to achieve great success, finally selling the company to Great Plains Software (since purchased by Microsoft) for a hefty sum (Bergin Tim, An Interview with GARY HARPST). Gary’s book, “Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier” was published in July 2008. In Six Disciplines Execution Revolution, Harpst details the elements of a complete strategy execution program, explains why it could only have happened now, and clarifies why such a program will become a mainstream requirement for successful small and midsized businesses in the future. Summary: According to Harpst, excellence is the enduring pursuit of balanced strategy and execution. Strategy requires choosing what promises to make to all stakeholders and a roadmap for delivering on those promises. Execution requires getting there, while overcoming unending surprises. Excellence is a journey – not a destination. A business excellence model tells organizations as to how they should operate relative to the two dimensions of strategy and execution. (See figure 1, Exhibit 1) Quadrant I: Strong Strategy/Weak Execution: In this quadrant...
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...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 Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex 3 ALIGN THE ORGANIZATION • • • • Business Units Support Units Employees Board of Directors Strategic Plan • Strategy...
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...introduced to make the transition a smooth process. Two of those models are discussed here. Lewin’s Change Management Model, and Kotter’s 8 Step Change Model (Normandin, 2012). Change Management No matter the size of your business or what kind of business you are in, all businesses have the common element of change. Change can come from the introduction of new technology, new structure within the organization or by the people (Normandin, 2012). The world is changing on a fast track and to succeed in business, organizations must be on the fast track of change as well. Failing to implement a successful change within the organization can cause failure of the business (EditorialBoard, 2011). A psychologist name Kurt Lewin created a change model for understanding organizational change. It is the Unfreeze, Transition, Refreeze change model. In step one, the need for change is recognized and preparing the organization that the change is needed, and effective communication of the need for this change, a process of changing existing attitudes (Lewin's Change Management Model, n. d.). Step two is the transition. Communication during the planning and throughout the implementation of change is necessary. Everyone needs to be prepared for what is about to happen and how it is going to affect them. They need to be included in the process. Step three is the refreeze....
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... When an organization implements new information technology systems there are many steps that an organization should follow. If the steps are not followed correctly an organization could leave out the necessary steps or try to make short-cuts resulting in failure of implementing the new information technology system. There are 5 main reasons that cause information technology system to fail, which includes poor clarity of the project, poor leadership, lack of candor in the organization, initiatives undernourishments, and implementing untested systems instead of using systems that have been proven to be successful. Poor Clarity It is extremely important that an organization clearly states what the new project is about and what is expected out of the employees paying close attention to providing everyone with the organizations goals when implementing the new information technology system. When an organization lacks clarity when implementing a new project the organization will have employees that do not understand the new project and how it will benefit the employees and the organization (Wager, 2007). Poor Leadership According to Wager (2007), “leaders are in charge of time management, organization, and planning as well as making sure that the budget is set to accomplish goals within a particular time frame through proper procedures”. If an organization has a leader that does not have the capability or training to do any of the above the organization will have...
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