B. A theoretical overview of the selected topic: Change has been the only constant thing in this fast changing world. As constant and common as it is, it is not easy to neither implement nor accept. It is a known fact that most people would prefer to stick to their routine rather than venture into something new. As what Reese have cited during the interview, any alteration in the staff’s usual practice is most likely to be perceived as a threat. Change is difficult but leading and implementing a change is even harder. According to Paton and McCalman (2008), learning how to implement change is a major skill that everyone desires to have but not everyone has it and that learning to live with change is a major means of survival. Change is not just something that one will simply carry out and get it done with. It requires good management and intrapersonal skills. As what Reese has mentioned during the interview, for change to achieve its end goal it needs an effective leader. According to Gill, R. (2002) in his journal about change management, he stated that for a proposed change to be successful it doesn’t only need to be well handled but at the same time it needs a leader who can present the proposed change in a manner that would not cultivate more resistance. Gill also stated that to be able to carry out the change successfully, it needs a …show more content…
Disregarding one of these factors may lead to failure in the long run. According to Sirkin, H. L., Keenan, P., & Jackson, A. (2005) of the Harvard Business Review, in the implementation of change, all aspects should be looked into. The management need not focus only to the benefits that the proposed change may deliver but as well as the welfare of each employee who will be affected by the said proposal. They have noted the four factors that companies should consider in any transformation process namely the duration, integrity, commitment and
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
For this case study, I met with my prior subordinate, Kristy. Kristy was hired to be my assistant and did so for three years prior to me leaving the company. She was and continues to be a superior performer and invaluable asset to the company. Her hard work, organization, and attention to detail make her an excellent project manager. She is able to manage multiple projects at once with minimal errors. She maintains excellent relationship with both vendors and clients and is professional yet personable.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Organizations are preserved by change and constant renewal; otherwise, they will stagnate and die (Marquis & Huston, 2015). Leading change can be one of the most challenging tasks for a leader. Many times attempts at change fail because the person trying to implement the change was ill prepared to deal with resistance and used an unstructured
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
The writer often finds that when organization makes changes to stay competitive there are always someone who will say “we have not done it that way”. Change can scare a person at times. The writer believes that leaders and managers needs to have training and experience in implementing changes to employees that are set in their ways especially employees that has worked
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 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.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
...ment of any change procedure often in order to fix any wrong route of the program. It also encouraging for the personnel to watch the success of the new philosophy.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
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...
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
Change Management is not impossibly difficult. It need detailed planning, including everyone affected, frequent interaction, accomplish a perspicuous target for the change and a method of measuring success, complete the plan, and strengthen the change once it is in place.