Heart Of Change Essay

Introduction

The Heart of Change and Organizational Behavior both describe how effective and efficient

change is in an organization. They both show that changes through an organization can be

brought about through behavior and/or emotions by the people in the organization. In The Heart

of Change, they describe and list the eight step process to support change in an organization.

Ivancevich, Konopaske, and Matteson describes "organizational behavior as the study of the

impact that individuals, groups and organizational structure and processes have on behavior

within the organization"(Ivancevich, Konopaske, and Matteson pp.7). Together they both

support the steps and procedures that an organization can take to see the change they

"One of the most

powerful influences on individual performance is an organization 's reward system"(Ivancevich,

Konopaske, and Matteson pp 21).

The Heart of Change Process and Its Relevance to Organizational Behavior

Step Seven: Don 't Let Up.

This step is described by Kotter and Cohen as keeping the momentum going, not getting

complacent on the short term wins. "Continue with wave after wave of change, not stopping until

the vision is a reality, despite seemingly intractable problems"(Kotter and Cohen pp157).

Making the vision a reality is the main focus of this step for an organization to see the change

that they want to see. Leaders and managers are responsible for the continuous motivation of

their employees. This will keep the momentum going. Keeping them encouraged and rewarding

them will definitely help turn the vision into a reality. Ivancevich, Konopaske, and Matteson

says, "Transformational leaders, on the other hand, make major changes in the firm 's or units

mission, way of doing business and human resources management to achieve their

vision"(Ivancevich, Konopaske, and Matteson pp 455).

Step Eight: Make Change