Case Study Of John Kotter's Change Model

Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

This course has taught me a lot in terms of initiating and managing change, and Kotter’s eight-stage process is a very useful approach when it comes to making changes within an organization. This course has helped me strengthen my skills in overcoming barriers that tend to get and make it difficult to

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

I understand that to create the desired organization, the change progress has to be maintained in a period of time. I will consistently and routinely recognize the successes gained from short-term wins. Communication is important in this step. Communication will help me to maintain the motivation of my subordinates and keeps they buy-in to my organization to help with the change. If the change success, I will have a brigade that the members contribute to its development. They will have constant effort to keep the momentum high and reduce the feeling of compliance in executing the

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

Consolidating gains and producing more change—Kotter (1996) stated that many change programs failed because the victory was declared too early. Companies should build trust to employees and customers through the success of short-term objectives and continue to work hard until the end of the strategy. In May 2011, BA

* In forth step, I communicate change vision and plan of attain it with team members by assistance of guiding association.

William Bridges, 2 leaders in the evolving field of change management. For Kotter, change has

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

Kotter’s step 2 of building a powerful coalition is often combined with step 3 of getting the vision right as organisations bring senior and middle managers as well as employees together with a shared vision for the organisation. Participation and involvement from all levels of the organisations in building a successful coalition not only acts as a motivation for employees to support the change effort by reducing resistance but also facilitate a creation of a good vision that will help to clarify the direction in which the organisation needs to move and the strategies in achieving these desired vision (Armenakis & Harris, 2009). Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organisation in the wrong direction or nowhere at all (Kotter, 2007).

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.