Essay about Organizatinal Change

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

In order to make a change in organization, you must convince the people to accept the occurrence of change, and it should be cleared and explained the reasons of making change. To do this, all the employees must conduct formal and informal meetings to further discuss the issue and its importance, if many people talk about the proposed change, so this can build the urgency and feed on itself.

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

John Kotter, a leading advocate and educator in change initiatives, expresses two essential characteristics that must be present in any change initiative. First, any change that is considered to be useful and necessary must go through a multi-step process that will transcend obstacles in its way. Second, it is essential that any change initiative must be lead by effective leadership (Kotter, 1996). However, any leader in a change initiate must reconcile the reality that a major component to mankind’s instinctive nature is that people have an inherent need for predictability and order (Hogan, 2007). Leaders must, therefore, consider that initiatives may be experienced in ways that contradict this basic need leading to employee resistance (Bernerth, 2011). Considering such a potential obstacle, Kotter developed an eight-stage change process to guide organizations through initiatives in ways that may retain employee stability and enable employees to maintain a sense of identity and understanding (Huy, 1999).

Moreover, the best way to successfully implement change management is carried out in a few simple steps. Appointing a team to organize the change management process; this team may consist of employees, as well as outside consultants with the familiarity of change management strategies. Next, the plan to go from the current to the planned organizational structure should be analyzed and decide what steps will be necessary to complete the process. A communication plan should be created that is comprehensive; determine how to notify all company employees of the upcoming changes to ensure the transition will go smoothly. The next step will have the key changes that will take place during this process by creating a timeline, which should include small as well as large details. The change process should list concerns or problems that may arise; this would include employee dissatisfaction, confusion as well as an everyday work stoppage, and finally, these potential setbacks should have a contingency plan created. The final steps include the compilation of a change report for senior management as well as a discussion with management teams of the upcoming changes to be implemented (Michaels,

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.

A useful concept that John Kotter provides is empowering people to effect change. I have understood that effective change is harvested in the purpose organizations serve to establish. This empowerment derives from the ability to communicate a vision that initiates a sense of purpose and action. I understood that maintaining a purpose for change is imperative in organizing the structure and cohesiveness of dyads and individuals. It is essential for me to analyze my values and core culture to the relevance and alignment towards changes. If I do not position my intent to the organization’s interests and objectives, I may be unable to deliver effective change models and patterns. I would like to implement powerful conditions and alliances to support both the organization’s mission and the individuals’ collective visions.

This will help the leader to motivate others to get the change implemented. Discussions need to start happen by having the members being open and honest about the change. The second step is to convince people that the change is necessary. This needs to be led by a strong leader and support from other key people from within the organization. “To have the ability to lead change, you need to bring together a coalition, of influential people whose power comes from a variety of sources” (Thompson, 2012, para 8). The third step is to start thinking about the change, and then connect thee ideas into an overall vision that the members can easily remember. The vision should be the core values that the organization owner and leaders believe to be true. The fourth step is to communicate the vision because what the leader does with the vision will determine the success of the change. The fifth step is to remove any obstacles that may block the process of the change. This may

The world we live in today is ever changing at a pace that is unlike anything that has ever been seen in society. Technology, operational process, organizational production and leadership are all impacted by the rapid pace the world is moving. Where change has become the norm for organizations to sustain their success and existence. Organizations need a combined approach to instill systematic, constructive change and minimize the destructive barriers to change, as well as addressing the consequences of making the change. The Kotter and Lewin change models provide different plans for leaders to utilize for implementing change within organizations. They have similar steps and just as many different steps. They type of leader and

Kotter, J.P. (1996) asserts, a high level of complacency and low sense of urgency are the two most significant obstacles to change. He explains most companies face some level of complacency even when highly intelligent and competent individuals are leading the organization. Implementation of the Eight-Stage process begins with (1) embracing the importance of urgency dealing with a known or unknown crisis is essential for managers and employees to see that status quo holds greater danger to their existence than any fear a minor or a major change represents; (2) the leader needs to identify a guiding coalition others respect to share in the leadership role of organizational change; (3) the leader needs to communicate an ambitious but attainable vision the group finds convincing —with clarity and simplicity; (4) repeated communication of the vision is necessary. The leader’s message needs consistency and delivered in various ways reaching all interested parties. Persistence is vital since

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.

The best way to summarize this book is to dissect it into three parts. In part one the book discusses the change problem and its solution. This part focuses on two main topics; 1) Transforming organizations and why firms fail and 2) successful change and the force that drives it. Part two discusses the eight stage process in transforming an organization. Finally, in part three the book discusses the implications for the twenty –first century. Identifying the change problem can be difficult but driving solution is even more challenging.

Based on many different change processes, I believe that the most comprehensive procedure to suit the varying needs of our organization involves several steps. First, the problem should be defined and goals set.

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.

During the first stage of making changes within an organization, the managers have to ensure that the plan to initiate change will cover communication within the organization through all levels and departments. A good communication plan will allow an organization, its partners, and employees to communication, share, and distribute its messages to each other. The next step is to elaborate on the different facets of inter-solid relationships. Human resource has to be involved in all the integral part of the operation to monitor and protect the organization. Instruction can be used as a performance intervention by aiming to improve capabilities. Teaching helps to facilitate learning to meet a particular goal. This will encourage interaction with all individuals and help management and employees to grow together in the same direction with the same goals. The mission statement, vision, objectives, and goals serve as a roadmap for organization, its management, and employees