INTRODUCTION
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,
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The team that is chosen must be the correct team that will help implement or adapt to change. Kotter stresses the importance of gathering the right people with credibility and the right skill set to provide change. With the sense of urgency the group invests an emotional commitment, and will most likely add value to the group. Often times its one leader that steps up and pulls the group together selecting the right combination of capabilities within the team. Kotter and Cohen outlines somethings that work with building the guiding team, show enthusiasm and commitment to help draw the right people into the group, mirroring the trust and teamwork required in the group, setting meeting formats for the guiding team so to minimize frustration and increase trust, putting your energy into step 1 if you cannot take on the step 2 challenge and if the right people will not. (Kotter and Cohen 60) The text book, Organizational Behavior implies that formal groups are formed by management to accomplish the goals of the organization. (Invancevich 227) It is evident that a group needs to be developed to help deal with change rather it be formal or …show more content…
Often times when things are going well like short wins, a raise in performance, the sense of urgency goes down. A lot of organizations and or people get comfortable with current success that often times they lose site of the main goal. The we already won complex may approach once the organization already experienced a couple of short or small victories. Kotter and Cohen talks about how sometimes tasked are completed in the early stage may often be easier which gives a false sense of comfort. (Kotter and Cohen 146) Often times this has proven to be the case either the manager decided to take on easier tasks first or things just worked out that way. Managers might have to become more creative and set up new ways of completing a task to increase urgency. Although we want to keep the paddle to the medal we don’t want to over kill and create exhaustion. A lot of times you still have to complete the old work along with the new increased work load, so managers need to be aware of this. That’s why it’s very important that managers and others in leadership work together to coordinate the changes. Managers may also look at things that can be eliminated to help cut down on over kill or employee burnout. The different departments within an organization will have to play different roles in the structured change. A manager must know how to coexist with other departments to help get things done. In the evaluation
“The fame of my dogs spread all over our parts of the Ozarks. They were the best in the country” (Rawls 131). This is a quote from the book Where the Red Fern Grows by Wilson Rawls. Where the Red Fern Grows is a book about a boy, Billy, and his two coon hunting dogs. The three of them have many adventures, and many of these adventures demonstrate the theme that change is inevitable.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
"Give me a good theory over a strategic plan any day of the week," is the opening sentence of Michael Fullan's book “Six Secrets of Change”. The read is a guide for both business and education leaders who desire to make their organizations successful. The six secrets that are illustrated in this book are offered as a theory of action. Individually each secret may appear to be simple, yet Fullen layers them with intricate details that express its value to change. Although some of the secrets may be difficult to understand the author makes a conscience effort to provide real-life examples of these secrets through organizational practices. He discusses organizational attitudes and behaviors and provides example in which execution has been successful and other areas that have not been successful. By using these examples, Fullan provides a blueprint for organizational leaders that can be used to guide their action towards successful long lasting changes. Ultimately this will improve organizational culture and efficiency. Michael Fullan is a well-known, author of works devoted to leader...
Lashinger et al highlights the need for communication within leadership as effective communication is essential to influence change and motivate others. Emphasising the need for communicating effectively towards all staff members, whilst undergoing change to ensure all staff feel supported and understand the process, allowing implementation to be more successful.
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.
Without communication, no one knows what is happening therefore creating chaos and an unsuitable environment to work in. I know that communication is, if not, the best quality a leader can possess through personal experience. I have been president of my FFA chapter, vice-president of many other clubs, and an order-following member of numerous clubs since I have been in high school. Through these organizations, I have come to notice that if there is no one talking to and communicating with each other, nothing will get done. Every leader in any organization needs to have the quality of being an above average communicator because I believe it is the best characteristic one
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.
The Theme of Change: The Catcher in the Rye Change has one of the large-scale consequences on our inhabits. Even though it is often never observed, change occurs every minute and every second we are living on this world. We live each day without recognising the dissimilarities in us, if it's a personal or a mental change. It's not until we gaze back on our past through recollections and images that we realize how much we've really altered over time. Sometimes, we have to look actually deep and analyze locations or things that are untouched by change to help us realize how much we indeed have changed. J.D. Salinger's The Catcher in the Rye exemplifies the hardships of Holden, a troubled adolescent considering with his fear and disapprove of change in his life. The extent to which his anxiety with change moves is shown by his concept of being the catcher in the rye area, catching young kids that drop off the cliff. The tranquility he finds inside things residing the same is epitomized by his admiration of the never-changing Eskimos in the repository. The contradictory effect of change upon him, however, is best shown through his trauma regarding the death of his dear male sibling, Allie.
Experiences in people’s lives shapes them in unexpected ways. Whether that means changing in a positive or negative manner… that depends on the person. However, change is a part of life -- it is inevitable. Sometimes circumstances are out of people’s reach when destiny is only controlled my life itself. In the novel, Everyone Leaves by Wendy Guerra, she reveals that challenges least expected determine a person’s growth in life through the protagonist, Nieve Guerra. Although Nieve desires to leave Cuba, her chances of escape are obstructed by obstacles she faces in the novel.
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.
Change Management Plan Change is essential to today's business environment. If a company is to survive and succeed on a macro level, they should analyze and adopt the best overall plan for change on an enterprise level. When examining the best way to make changes in a company that will globally affect the company, it is usually best to look at the total picture before acting, lest the plan fail. This paper will briefly summarize four key areas that leaders and managers must understand in order to successfully make a change, or in the case of our model company CrysTel, manage change dynamically throughout the life of the company. In order to understand completely the change it wants to make, the company must understand the implications of the change and the human variables of change implementation.
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
The general pattern for people is that when they becoming older they are less able to vary life. Nikolas Westerhoff in his article “Set in Our ways: Why Change is So Hard” described the connection between humans’ brains and behavior during the certain periods of life. The key assumption is that in 20s people are more hazardous and tend to adventures, while after 30s this trend is less expressed. Author gives an example when the young generation can be even over risky and inconsiderate. The article includes the story about 22-year-old Cristopher McCandless, who gave his money for charity and hitchhiked around the USA and died in Alaska because of famine. When 40s – 60s are coming people lose their appetite for novelty due to the natural process, which reveal that old habits express themselves at those ages. The elder generation wants to feel stability continuing do customary things and taking care of their children or grandchildren. Also they are under the society’s pressure, when it is quite inappropriate being infantile or just make crazy travels instead of making a career and having a family. Author mentioned false hope syndrome, which means that people often procrastinate certain thinks that never be finished. That is why Westerhoff suggests doing everything “on a right time in a right place” because then it would be probably late.
Being in a position of management, it is your responsibility to ensure that your team of associates are well informed on what they need to accomplish. With poor communication, there may be a lack of understanding of what is expected. This creates a domino effect in which every step down the way is performed. Beyond the consistency of strong work production, the morale in the workplace may be affected. It can be disheartening to an individual to put so much effort into what they are being paid to do just to find out that because of poor communication their work may have all been for nothing. Being a good leader doesn’t only require that you have the ability to communicate, but to be able to listen. Taking in the information and comprehending it is the first step to conveying what you are looking to accomplish. Getting to the point with people immediately with a task at hand can prevent the inability to finish any given responsibility in a timely manner. Sometimes change in the workplace can bring out a side in someone that you wouldn’t normally face with a normal interaction. People become comfortable with how things go on a day to day basis. When changes in management occur or policies change after a longer period of time, the most loyal of employees can take an offense to a change and have it not sit well with them. This ties in to not only being able to effectively