Week 4 Individual Assignment: Synergetic Solutions
Susana Pena
COM 530
Mark Busby
Univ. of Phoenix
February 5, 2013
* Describe at least three internal and external forces of change for Synergetic Solutions. * * * The external forces of change for Synergetic Solutions include technology, economic shocks, and competition. Technology is the one force that has caused for companies in the technology business to stay innovated and have skills be up to date with the needs of customers. Synergetic Solutions made the attempt to rely on a type of business that would promote slow and steady change and for employees to sustain their skills for a long period of time. Technology is not slow and steady and companies are
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Prior to competition, Synergetic Solutions did not have a need to compete in its prior market (Robbins & Judge, 2011). * * What factors does a leader in this organization need to consider to implement a change strategy successfully? Describe at least two change models the leader might employ. Evaluate the communication necessary to implement change using these models. * * * The factors needing to consider was being able to create the production standards and operational efficiencies that would set high expectations so that changing the work for employees can demonstrate employee growth and the create a purpose that will bring greater rewards and incentives. The other factors are to figure out how the employees will be redesigned and have collaboration toward working together in learning the new skills and have team leaders have more involvement with guiding employees and having them vent out their concerns. * The two change models the leader might employ would be Kotter’s Eight Step Plan and Organizational Development. With the changes that are involved with this company, the leader of the this company is starting with understanding how the culture of technology has changed the business and knowing how products will have longevity in profitability or begin to downfall. For the first step under the eight step plan, the CEO has brought a compelling reason of needing to change the
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.
Kotter’s 8-Step approach to transformational change begins with creating a sense of urgency. Creating a sense of urgency involves examining markets and competitive realities and identifying and discussing crises, potential crises, or major opportunities (Weiss, 2012). At its peak, Microsoft was at the forefront of computing technology. This position led to “overnight millionaires” that eventually skewed the perspective of the once eager employees. Long time executives ended up letting new employees handle everything while they waited for the next windfall. Instead of continuing a momentum of innovation, they [Microsoft] had allowed themselves to reach a plateau while the competition past them by. Innovation gave way to employees
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.
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
Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews
As technology continue to refine how products and services are delivered to consumers, competition among industry participants becomes more refined. Organizations that are able to keep up with changing technologies become leaders while those that are not fall behind. Mergers and acquisitions are increasing while causing small businesses to sell out or seek partnerships and cooperatives in order to remain competitive and relevant.
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.
The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model
The following critique is written for the reflection review of change management. The report proceeds with a review of each question that was assigned as well as presents a brief exploration of my experience and ideas that were acquired from taking change management classes.
Change happens in all aspects of life. Leaders view change as being good most of the time. An organization can’t move forward without change. This paper will discuss how leaders can use levels of change and the steps of Kotter’s change model to implement change. It will also give a Christian worldview as it pertains to the topics. Leader must learn the language to effectively communicate change. This will give managers an advantage and help demonstrate the vision for the future.
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.
Côté & Mayhew (2014) insists that this can only be accomplished with the help of the most appropriate change model. Nonetheless, this paper diagnoses the need for change at Apple Inc., one of the most popular organizations in the electronic equipment industry. Essentially, the paper presents a plan to transform Apple utilizing Kotter 's 8-Step change model, which is one of the most widely used organizational change planning diagnostic and implementation methods (Weiss, 2012).
The business man behind a desk, the scientist in the lab, the artist approaching his canvas, the mathematician examining the symbols he placed on the blackboard--the thoughts going through each of their heads are very different in many ways, yet amazingly similar.
When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.