Organizational Behavior & Management Concepts

2891 Words12 Pages
Kotter’s Leading Change Concepts/
Organizational Behavior & Management Concepts
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Webster University
MNGT 5590
Dr. Victoria Bohrer
May 11, 2011

Abstract
This paper compares and contrasts the concepts found on John P. Kotter’s, Leading Change (1996), book and the concepts presented by John M. Ivancevich, Robert Konopske and Michael T. Mattenson’s Organizational Behavior and Management text book. Kotter emphasizes in each step the importance of dealing with human emotions and how to better manage them when dealing with organizational change. The biggest asset to an organization is their human resources. To an organization this simply means that many emotions need to be addressed before a door can be opened towards
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The people that are leading the efforts are in charge of making changes that should result in a more effective organization in terms of organizational strength. This step can be compared to Ivancevich et al.’s concepts of teams and changing attitudes.
The guiding coalition should act as a synergetic team as described by Ivancevich et al. This team should be formed by individuals who are one hundred percent committed and dedicated towards the goal of organizational change. They should be skilled in leadership, problem-solving and emotional roles (P. 259). The emotional role will be discussed more in depth when presenting the changing attitudes concept. Forming a guiding coalition is an essential component for undertaking a restructure, reengineer or to retool strategies (Kotter, 1996, P. 52).
Kotter mentioned the integrity or trust factor as a main component to altering employees’ negative attitudes and motivating them towards change. The concept presented by Ivancevich et al. on changing attitudes includes the communicator, the message and the situation factors (this analysis will only refer to the first two factors). The communicator factor relates to employee’s willingness to change attitudes because they like and trust their manager (guiding coalition), they can even tend to adopt attitudes and behaviors of that individual (Ivancevich et al, 2007, P.69). Within the message factor, the guiding coalition
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