Organisational Behaviour - Essay

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ORGANISATIONAL BEHAVIOUR – ESSAY

Essay Topic:

One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory.

In my opinion, the statements presented above do not contradict one
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7) Consolidating Improvements and Producing Still More Change - Using increased credibility to change systems, structures, and policies that don’t fit the vision, hiring, promoting, and developing employees who can implement the vision and reinvigorating the process with new projects, themes, and change agents.

8) Institutionalising New Approaches - Articulating the connections between the new behaviours and corporate success and developing the means to ensure leadership development and succession.

The lessons learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Another lesson is that critical mistakes on any of the phases can have a devastating impact, slowing momentous and negating hard-won gains. Perhaps because we have relatively little experience in renewing organizations, even very capable people often make at least one big error.

Kotter (1995) lists the following errors why transformation efforts fail?
1) Not Establishing a Great Enough Sense of Urgency
2) Not Creating a Powerful Enough Guiding Coalition
3) Lacking a Vision
4) Under communicating the Vision by a Factor of Ten
5) Not Removing Obstacles to the New Vision
6) Not Systematically Planning For and Creating Short-Term Wins
7) Declaring Victory Too Soon
8) Not Anchoring Changes
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