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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 (Ref #1). 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, research, and supporting evidence. In the paragraphs to follow, there will be a careful comparison between Kotter’s Eight Step Change Model for implementing change powerfully and successfully as outlined in the book, “The Heart of Change” to the textbook “Organizational Behavior and Management”, by Ivancevich, Konopaske, and Matteson, (2011).
Discussion
In a world of turbulence and fast moving players, companies must consistently act to change how they do business in order to stay ahead of the competition, or face the possibility of extinction. As Jack Welch said, “If the rate of change on t...
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...to make “change stick” it must become the core of the organization. The corporate culture structure must be supportive of the new ways of operating. Everyone must refuse to accept the victory as the new status quo. To make it stick, it must be engrained into new employees through orientations. Leaders must publicly recognize individuals who promoted and backed the initiative, as well as create plans to replace the leaders who spearheaded this effort so that their work is not lost as they move on.
Conclusion
Successful change requires a careful plan that builds a strong foundation that enables lasting change to occur. Although not listed in “The Heart of Change” I would argue patience as being the foundation of successfully implementing his Eight Steps. Hurrying up the process and having unrealistic expectations can derail your plans for change to happen.
John Kotter, an expert on organizational change, conducted thirty years of research, coming to the conclusion that because companies do not completely investigate the whole picture when it comes to change, seventy percent of businesses crash by not finishing the change through to the end. For the reason that many businesses fail because of this reason, he created an eight-step process to help businesses succeed and move forward with their change (The 8 Step Process). This paper’s objective is to explain Kotter’s change process and link it to Target Canada’s decision to open in Canada, discussing what decisions fared well and the decisions that produced failure.
With this mindset in place change can happen without any problems. Having transformational leaders being viewed as change agents, the culture within an organization should transform smoothly. Effective leadership is enhanced when leaders can inspire their followers to accept change by communicating a compelling vision of the future and motivating willingness to work in the new manner (Jones & Rudd, 2008).
It is important that if you are ever running a business, you change before the change comes to you. Change can have either a positive or negative effect on a business and it is extremely important to strive to make it a positive
Organizations operate in a turbulent environment that forces them to change even against their will to do so. Every organization has a fair prediction of its future that is why they all spend time and resources to put in place strategic plans. More often they get challenged not to follow these plans because they fail to appreciate that change is a natural phenomenon which is intimately entwined with continuity and that change-continuity continuum is what defines organ...
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
Step2: Make Short-Term Wins. Nothing persuades more than achievement. Inside of a brief time frame outline this could be a month or a year, contingent upon the sort of progress, that need to have some fast wins for the staff can see. Make fleeting targets not only one long haul objective. Change group may need to work hard to think of these objectives, yet every win that create can further inspire the whole
Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
This literature review is part of an assessment for management unit MAN5010. It is also a personal commitment to pursue and familiarise myself with significant challenges faced by management today. The majority of business analysts acknowledged that business is becoming more uncertain as the future becomes more competitive (Furnham, 2000 cited in Senior & Swailes, 2010). In a globalised world, change is almost endless in organisation to be sustainable considering the vast competition brought about by both emerging and developed countries. To sustain competitiveness an organisation is required to manage its product and the markets demands, technological advancement and the fast change in many facet of the business (Santhidran, Chandran, & Borromeo, 2013).
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).