Implementing A Successful Change For An Organization

It requires a behavioral change to make any transformation successful. For example, the change is more than the structure and the functioning of an organization. It requires a behavioral change to make any transformation successful, and that is never without difficulty. John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organization. And the last, implementing and sustaining change. Kurt Lewin's curiosity in groups directed his research to concentrate on issues that affect behavioral change, and the three stages needed to make the change successful: unfreeze, move, make and

Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

In the case study of Alaska Airlines, Kotter 's means 3-Develop the Change Vision and Strategy, and 4-Communicate for Understanding and Buy in are shown in the activities of the executive team in their acknowledgment and comprehension of the drastic changes and main drivers that were tended to between fall 2007 and mid-year 2010. In any case it is important to backpedal to 2006, when travelers were enraged by misused of their baggage and experienced long wait times to get their bags, there were times where the wait time would be so long that police would be called to calm the upset customers. Without a doubt, understanding into contributing causes could be followed back before 2005, when pilots, unsettled because of pay

Change is inevitable. Changing is not always welcomed but it is necessary for organizations to maintain their place in the world. Successful organizations thrive because they have a vision, a mission

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Currently, Alaska Airlines ranks among the major U.S. Airlines in terms of financial performance and capabilities. The airline itself has grown from a small regional air carrier to a large passenger airline with a considerable cargo business. The culmination of years of emphasizing the customer service and generating loyalty has manifested itself through Alaska Airlines documented profitability. The success of the airline also comes on its dedication to safety, a fact backed by the FAA’s Diamond Award, which recognized Alaska’s excellent maintenance and training programs. Additionally, Alaska has been recognized for its customer service, a fact that emerged early in the airlines history as the airline offered, and still offers, a means of travel for passengers and cargo in the harsh Alaskan terrain. This along with the largest cargo operation of any U.S. airline are driving factors behind the success of Alaska Airlines.

The organization needs to monitor the entire process for the success of these changes. The evaluating the change process includes by addressing resistance that arises from members

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

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.

In the first step, for change to happen everyone in the organization should want it. Although this step may seem difficult, it is best that members of the organization have open dialogue on the change they desire to see. For example, at Cornerstone we have quarterly focus groups to address issues and opportunities that may arise. Some of the topics that were discussed at our last focus group meeting was updated technology and cross-training opportunities for employees. Being able to discuss our issues as helped streamline several projects and consider many opportunities for the credit union. Although employees offer excellent suggestions for change in an organization, management must be willing to buy into your ideas. Kotter suggests, “spend significant time and energy building urgency, before moving onto the next steps. Do not panic and jump in too fast because you don 't want to risk further short-term losses” (Mindtools, 2016).

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.