Thesis Statement: . The Katzenbach Center Survey Success

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.

It was noted that communication efforts must be verbal and active (Kotter, 1995). Kotter eight step change model has many drawbacks and benefits. The advantages are that it is the step by step, which is easy to follow model. Another is that it does not focus on the change itself, but rather the acceptance and the preparation of this change, which makes it an easy transition. In Kotter’s and Lewin’s models, both consider the difficulties that organizations encounter when trying to move people from their comfort zone for the change to happen. In both of the models they use a different set of calculations to know whether there is any need to change to take place in the

Once implementation is under-way the results of the new change to systems and structure must be under constant observation. Change never looks exactly like the expectations of the strategic plan and affected individuals will not always respond as expected, either. Leaders must examine and evaluate target objectives revealing if change is reaching desirable results for the organization.

Akin, G., Dunford, R. & Palmer, I., (2006). Managing organizational change: a multiple perspectives approach, 1e. The McGraw-Hill Companies, Inc.

Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the

The author will employ a combination of two change theories. Kurt Lewis’ Unfreeze-Change-refreeze theory and John Kotter’s 8 Steps of leading change. A summary of the steps is attached below (Taner, R. 2015).

Each situation, team, or company may require a different or combination of a few tactics. This approach will directly affect the outcome of the scenario. In 2002, Jeff Marsee explored ten steps to implementing change:

Change is inevitable in this world, how we handle it is what makes the difference. While most agree that change is typically a challenging issue for an organization it does not mean that is can not be accomplished with little to no upset. Be it a simple change or a major project there are strategies that can be used to make the change a positive experience for both sides of the change; but first an understanding of resistance to change must occur.

Once a comprehensive understanding is established phase two, development, begins. Using a combination of behavioral methods taken from the field’s psychology and sociology, a change strategy is created. Using data acquired during assessment, changes can be presented as being compatible and beneficial to the organization’s values, norms and current practices. Phase three, implementation, is the process of executing change strategies within the organization. Unknown to organizational members, implementation occurs prior to an HIS installation. During implementation a step by step procedure is established, creating a framework of standards, work processes, and resources that ensure the majority of an organization’s functions are included. Phase four, reassessment, typically occurs six months following HIS installation. Reassessment requires the same data, collection methods, and measuring standards are used. Reassessment helps determine HIS individual ease of use and overall system

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.

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

Growth and organizational evolution causes change, resistance to that inevitability and stress as a byproduct. The tactics individuals and leaders adopt can cause harmful consequences if not managed with sensitivity and awareness. Change can be threatening for those experiencing job insecurity (Robbins & Judge, 2007) or develop teams and co-workers that act at cross-purposes (Huy & Mintzbereg, 2003). Change can be a source of stress, but so can workload, leadership styles, and the shuffling of roles and responsibilities (Cooper, 2006). Management of resistance and stress is largely dependent on the organizations leadership to be the bulwark of these human traits by perceiving their sources and proactively attending to them.

Managers are considered change agents within an organization. They perform organizational diagnosis in order to understand the firm’s operations and make the necessary recommendations. According to Hayes (2014), this diagnosis is done by assessing the organization’s current state. A list of all the necessary changes is made; this list is contains opportunities and challenges, the organization may encounter. Next, the resources as well as sources used to identify the necessary changes are listed. These lists are used to categorize the information for rating. A diagnosis was done at Alexander Mann solutions in order to identify the changes to be made in the firm. This is a proposal of the changes to be considered by senior management. The proposal will also include the potential challenges, as well as eight steps enabling the change.

According to Kotter (1997), the first step for organizational change is creating a sense of urgency. Kotter discusses that in order for change to be successful, 75% of a company’s managers should support the change. This reflects the participant’s feelings as well. One respondent answered “management appears to be