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Article on cultures critical role in change management
Effect Cultural Change
Application of John Kotter's theory to deal with change
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Institutionalization is an important part of any organizational development change process because it implies that there is a commitment, acceptance, and assimilation of the changes. Once organizational changes have been designed and implemented, employees will need to adapt to those changes and develop new patterns and habits. At this point, an organization will hopefully settle into a new set of balances and relative stability. During the institutionalization stage of a change process, employees begin to view the change not as something new but as a normal and an integral part of the organization’s processes, systems, and structures. John Kotter’s theory of institutionalization states that change can only be considered successful when it becomes the new ‘way we do things around here’ (Kotter, 1995
When experiencing changes and transitions, it has been suggested that employees will tend to go through a predictable sequence of stages similar to those outlined by Elizabeth Kubler-Ross in her work on grieving. Kubler-Ross’s model was based on the theory that people will work through issues until they finally accept a change. In the final stage of Kubler-Ross’s model people become more comfortable and accepting of a change, internalize it, and move on. (Kubler-Ross, 1969).
In the case of Hewlett Packard, many factors have played a key role in the success of their ability to institutionalize changes. Following is a list of a few of these factors and their impact on HP’s institutionalization process:
Congruence: According to Cummings congruence is “the degree to which an intervention is perceived as being in harmony with the organization’s managerial philosophy, strategy, and structure” (Cummings & Worley, 2009, p. 204). A ...
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...ek, 3640, 76-84. Retrieved from EBSCOhost
Cummings, T. G., & Worley, C. G. (2009). Organization development and change (9th ed.). Mason, OH: South-Western Cengage Learning.
Harvard business review on change. (1998). Boston, MA: Harvard Business School Publishing.
Jacobs, R. L. (2002). Institutionalizing organizational change through cascade training. Journal of European Industrial Training, 26(2). doi: 10.1108/03090590210422058
Kotter, J. P. (1995). The new rules: How to succeed in today’s post-corporate world. New York, NY: Free Press.
Kubler-Ross, E. (1969). On death and dying. New York, NY: Macmillan.
Lawrence, T. B., Winn, M. I., & Jennings, P. (2001). The temporal dynamics of institutionalization. Academy of Management Review, 26(4), 624-644. Retrieved from EBSCOhost
Nee, E. (1999). Why I dismembered HP. Fortune, 139(6), 167-169. Retrieved from EBSCOhost
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
Institutionalize Change in Organisational Culture – One important question is when does the process end. The successful culmination of change process is when the objectives of that process become a part of the daily organisational culture. When the next generation of management takes over, the objectives should be a part of the whole organisation and not just a single process or department.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
“The Heart of Change,” by John Kotter and Dan S. Cohen can act as a diagram for any organization facing challenges that come with implementing change. In the 21st Century in order to stay competitive with your competitors you have to implement changes, new systems and approaches to keep the organization relevant. With changes there comes errors that a company may encounter, sometimes these errors if not fixed can make the change within the organization impossible. Employees are reluctant and can’t see the views or their leader, and this makes change unsuccessful. That’s where Kotter’s eight step change model can give an organization a guideline and understanding of some of the challenges that they may encounter with change. Comparing Kotter’s
Meyer , J. W. , and Rowan , B. “ Institutionalized Organizations: Formal Structure as Myth
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
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,
Cummings, T., & Worley, C. (2009). Organizational development & change (9th ed.). Mason, OH: South-Western Cengage Learning.
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).
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...
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
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...
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.
Cummings, T. G., & Worley, C. G. (2009). Organization development & change (9th ed.). Australia: South-Western/Cengage Learning.