...Contents 1.0 Introduction 2 1.1 What is Change and Change Management 2 2.0 Literature Review 4 2.1 Drivers of change 4 2.1.1 Globalisation to change 4 2.1.2 Education to Change 4 2.1.3 Technology to change 4 2.2 The Process of managing change 5 2.2.1 Force Field Analysis on Change 5 2.2.2 Lewin’s Change Model 6 3.0 Change Management 7 3.1 John Kotter: Leading Change in today’s business 7 Urgency growth 8 Build Guiding Team 8 Getting Right Vision 8 Communicating for buy-in 9 Empower Action 9 Creating Short-term wins 9 Don’t Let Up 9 Make Change Stick 10 4.0 Conclusion 11 References 12 1.0 Introduction 1.1 What is Change and Change Management The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. “Albert Einstein”. Basically, definition of change is to make or create something different. Indeed, change happens to two reasons which are change for better or worse. Moreover, change means a movement from current state to a transition and a future state. In fact change happens all around the world such as in our community, work and at home. (Thomas G. Cumming, 2009) Figure 1: Change structure, Source: (Change Management Tuitorial , 2014) In fact, change happens everywhere even in companies therefore, all companies come up with change management in order to control changes which are internal and external. Basically, change management focused to provide a competitive...
Words: 3707 - Pages: 15
...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
Words: 4996 - Pages: 20
...Theorists Who Impact Revolutionary Change in the Workplace Tiara Garrett SPRING15-1-8-ORG100-1– Navigating Organizations and Change Colorado State University – Global Campus Dr. Mary Welsh March 14, 2015 Theorists Who Impact Revolutionary Change in the Workplace Sometimes, in order to be on top of their game, organizations opt to change their approach or implementation of their products and/or services in the industry. This type of organizational change is considered revolutionary. There have been many articles and books created to advise of strategies or techniques to successfully navigate through the transformation process; as well as advise of what to avoid. The theorists I will focus on are John Kotter, James Womack, and Daniel Jones. Kotter's “Eight-Step Process” Not all revolutionary change is successful. John P. Kotter wrote an article discussing eight major errors he's seen to occur during his studies that halted a successful change. Many cannot get out of phase one in implementing the change. That first phase is establishing a sense of urgency (Kotter, 1996). Kotter mentioned that he witnessed more than 50% of the companies he watched fail this phase. One reason being was that some executives did not fully take into account how hard it'll be to drive people out of their fixed mindset. Another reason, lack of patience. He created an eight step process to prevent the errors witnessed from incurring in the future. See Figure 1 for an outline of those steps...
Words: 917 - Pages: 4
...NORTHWESTERN UNIVERSITY | Leading Change: Why Transformation Efforts Fail | by John Kotter | | Calvin Beecher | 11/17/2013 | John P. Kotter’s frequently cited article, “Leading Change,” Kotter argues that many companies, when attempting to reorganize themselves and make fundamental changes to their business, make eight errors: not establishing a great enough sense of urgency, not creating a powerful enough guiding coalition, lacking a vision, under-communicating the vision by a factor of ten, not removing obstacles to the new vision, not systematically planning for and creating short-term wins, declaring victory too soon, and not anchoring changes in the corporation’s culture. In contrast, organizations that successfully transform themselves perform the following steps in the right order: establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. Accomplishment of Objectives Kotter sets out to illustrate eight ways a company can fail to reengineer itself and eight steps a company can take to successfully transform to meet market needs. At this, he succeeds. More importantly, his arguments are reasonable and persuasive. Rather than simply give us yet another list of things to do to succeed, Kotter tells us how we will fail if...
Words: 864 - Pages: 4
...Book Review “Leading Change” by John Kotter 1996 Review by Chris Shea John P. Kotter is internationally known and widely regarded as the foremost speaker on the topics of leadership and change. He is the premier voice on how the best organizations actually achieve successful transformations. The Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of MIT and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and time again. The book Leading Change looks at an eight stage process for implementing successful transformations in today’s firms as well as the eight errors that are common to change efforts. The ideas and methods in this book should be considered a roadmap to successful change for any manager or leader in today’s modern organizations. Leading Change is broken up into three parts. Part one begins by discussing the potential downside of change and the eight errors commonly made during transformation efforts and their consequences. He then goes into detail on the economic and social forces that drive the need for major change in today’s organizations. This is also where Kotter introduces his eight step process for creating change. In Part two Kotter goes into great detail about his eight step process for successful change highlighting what to focus on and avoid at each step of the process. Part three looks at the implications for the 21st century, he goes into detail...
Words: 3640 - Pages: 15
...Change Management Student Name Submitted Date Background For pioneers of associations, overseeing change is a vital key undertaking. In the most recent ten years, there have been various studies which all affirmed that between 60-80% of all change undertakings fall flat completely or incompletely: either the targets of the venture are not attained or the ventures can't be finished in time or on plan. Normally, a ton is in question: cash, individual notoriety, and the strength of the association. Kotter's Model of Organizational Change Today's associations are confronted with an expanding need to adjust to new substances that quite often bring about some authoritative change. The procedure of actualizing change in associations is frequently intricate and trying for generally administrators. To help chiefs effectively actualize transform, it is prescribed that they utilize some variant of a change model to expand their shots of fruitful execution. While there are numerous models for change administration, the vast majority of them start from the work of John Kotter's eight-stage change model. Particular steps in the model include: secure a feeling of direness, make the controlling coalition, create a dream and technique, impart the change vision, engage expansive based activity, produce transient wins, solidify additions to deliver more change, and grapple change in the association's society. (Kotter, 2014) Establishing a Sense of Urgency Support of the association's...
Words: 2236 - Pages: 9
...Deepesh Rana EGMT 501 – 912 Prof Thomas Edwards Mid-term Project BACKGROUND INFORMATION REGARING THE ISSUE The issue I will be analyzing and investigating will be when an organization or department receives minimal or no funding whatsoever, how does the manager or the president of the organization keep everyone motivated enough to continue working with the same zeal and vigor. In addition, how can the team leader bring out the best in his/her subordinates despite all of them knowing that they have no money to play with and invest in activities that their organization is involved in. Being a student, I’ve mostly been involved in issues related to student organizations I’ve been a part of. The management issue I will be throwing light upon will be from one such organization. The Drexel Indian Undergraduate Students Association or DISHA is a student organization on campus that’s been in existence since the late 1990’s and comprises of approximately 15 e-board members. As a campus organization, DISHA receives yearly funding to help its members organize a variety of events ranging from cultural and religious to fun filled excursions. Every year, DISHA organizes anywhere from 10-12 events for a student base of about 250 people on average per event. This not only requires leadership, teamwork and team management, but also requires a good sum of money: about $12,000 - $15,000 on average. However, last year, because of certain members’ inability to follow the correct procedure...
Words: 2460 - Pages: 10
...The Balanced Scorecard: Historical Development and Context, As Developed by Robert Kaplan & David Norton Karl R. Knapp Anderson University – Anderson IN ABSTRACT This paper discusses the general theory of the Balanced Scorecard and traces its historical origins. The Balanced Scorecard is based on three main areas: Measurement, Human Relations, and Customer Value Disciplines. The basis in measurement draws on Management by Objectives. The human relations school of management and open-book management theories are influential. The customer value discipline links the scorecard to the strategy of the firm. The Balanced Scorecard The Balanced Scorecard is a theory and management approach first proposed in the Harvard Business Review by Robert S. Kaplan & David P. Norton (1995). A subsequent book, The Balanced Scorecard, was published following this article (1996). The most recent refinement of this theory and management approach appears in Kaplan & Norton’s book, The Strategy-Focused Organization (2001). This paper attempts to present a high-level overview of this management theory, along with a description of its historical foundation and development. As defined by Kaplan and Norton (1996), “The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system”. This strategic management system measures organizational performance in...
Words: 3416 - Pages: 14
...3 3. Change Analysis Model...……………………………………………..3 3.1 SWOT………………………………………………………………3 3.2 PESTEL…………………………………………………………….3 3.3 Type of Change…………………………………………………....6 4. Change Model……………………….…………………………………..6 4.1 Kurt Lewin’s 3 steps Model…………………………………….....6 4.2 John Kotter’s 8 step Model…………………………………….…7 5. Leadership Theories for Change Management……………………...7 5.1 Transactional …………………………….………………7 5.2 Transformational…………………………………….…...7 5.4 Relationship………………………………………………8 5.3 Contingency …………………………..………………….8 5.4 Situational………………………………………………....9 6. McKinsey’s 7S Model ………………………………………………..….9 7. Critical Analysis of Change and Leadership Theories……………… 10 8. Recommendations….…………………………………………………....11 9. References………………………………………………………………..13 10. Appendices……………………………………………………………..19 1. Introduction 1.1 Change and Change management Change is the need of all organization’s to remain in completion and satisfy the increasing demand of the clients and achieve the desire objectives of the firm. The need to change is driven by internal factors such rapid technology advances or innovations, or external factors such as competition or new legislations (Chahal and Price, 2006). According to (Jeff and Timothy, 2003), Change management is the implementation of systematic process and tools for directing the people side of change to achieve the goals. Change management...
Words: 4602 - Pages: 19
...Department of Education website. Retrieved May 5, 2014 http://www2.ed.gov/about/landing.jhtml http://www.nea.org/home/40991.htm John P. Kotter (1996). Leading Change. Harvard Business Review Press; 1st edition http://www.kotterinternational.com - See more at: http://www.relationsandmore.com/kotters-8-step-change-model.html#sthash.rjg9E4N1.dpuf Almost everyone that reads this will have graduated from a long-established high school where we went to an old-style building five days a week and learned from the quintessential school teachers that no doubt fill at least one stereotype. Traditional classrooms that are part of these brick-and-mortar schools are no longer competitive and vital to the learning process. Instead, students now pay most attention to the information they get off the internet. Sites like Wiki and Facebook have figured out the formula to keeping our young people’s attention. Why should we as tax payers continue to supplement this dying form of education when the answers can be found by researching the success of the online college education system and the top ranked education countries around the world? While on vacation in Phoenix I noticed TV commercials toting an online education that the state sponsors. I could not believe that I was hearing this, state sanctioned home schooling. Let’s think outside the box for a moment. Think of the savings we could make with rethinking the way we teach our students. I am a firm believer that all students...
Words: 1708 - Pages: 7
...Change Management: HP, IBM, Kodak and McDonald’s Suki HRM 560 20 Jul 2015 Dr. Beck . Introduction No matter what company it is there will always be change. Change can be good and change can be bad, but change is always going to be. An example of good change, I went into Starbucks this morning (a new one not too long built close to my home it used to be a Checkers). When I would frequent the Starbucks I would go thru the drive thru. This morning I went inside and talk about “Change.” Anyone would not believe that place was once a Checker’s restaurant. This is called ‘good’ change it is so beautiful and inviting inside. I say this to say, change is inevitable no matter how we look at it. Although there is organizational change, not always does the change we hope for work for everyone or no one at all. Stories of Organizational Change: In the book Leading Change (Kotter 2012) he indicates in his model the importance of communication and how without it what can and will go wrong. Different interests need to be recognized and addressed during an organizational change. Change need appropriately placed champions to gain support throughout the organization. Change involves risk and uncertainty and change in and of itself is not necessarily good for a company; careful assessment is needed of the relevance and likely success of a proposed change. (Palmer, Dunford & Akin, 2009) Starting with Hewlett Packard former CEO Carly Fiorina made a huge mistake is when...
Words: 1338 - Pages: 6
...Individual Paper How IT Savvy is the Pharmaceutical Industry? [pic] How IT Savvy is the Pharmaceutical Industry? According to Peter Weill and Jeanne Ross, authors of the book, “IT Savvy: What Top Executives Must Know to Go from Pain to Gain”, IT Savvy firms need platforms of digitized processes that can make companies more agile and boost company performance. "The purpose of a digitized process platform is to disengage people from processes that are better performed by machines," the authors say. Therefore, that frees people up to focus on the key success drivers within the pharmaceutical industry, such as innovation and process excellence, which are embedded with dimensions of speed, quality, and decision making . My company The results obtained from the ‘How IT Savvy are you and your colleagues’ assessment showed the following: • The IT savvy score is 19.3, so the return we get per dollar invested in IT is above the industry average, in accordance with the assessment interpretation. There are still areas for continuous improvement. • The two major areas for implementing some enhanced processes are the cross -functional team shared experience and the simplification of business procedures. A real-life example of the previous topic regarding shared experience is the use of some customer service relevant data captured in one business area (market analysis) which is not taken into account throughout the company as an important tool to improve service, reduce...
Words: 1249 - Pages: 5
...role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees make implementation difficult and their counter-productive behaviors tend to jeopardise the success of the change process and thus the intended objectives. Successfully reducing resistance and motivating employees through the transition is vital in organizational change efforts. Salient factors from literature reviews in enabling organizational change are presented and the need of leadership and role of leaders as effective change agents is discussed in this essay. Successful organisational change is about the interplay of all organizational elements such as human resources, systems and technologies. Good leaders and leadership skills have been identified as pivotal to garnering support of people in championing change initiatives that steer organisations to new frontiers...
Words: 6359 - Pages: 26
...What Leaders Really Do by John P Kotter . Reprint r0111f December 2001 Required Reading r0111a Barbara Kellerman HBR Survey Personal Histories: Leaders Remember the Moments and People That Shaped Them r0111b Primal Leadership: The Hidden Driver of Great Performance r0111c Daniel Goleman, Richard Boyatzis, and Annie McKee HBR Roundtable All in a Day’s Work r0111d A roundtable with Raymond Gilmartin, Frances Hesselbein, Frederick Smith, Lionel Tiger, Cynthia Tragge-Lakra, and Abraham Zaleznik What Titans Can Teach Us r0111e Richard S. Tedlow Best of HBR What Leaders Really Do r0111f John P Kotter . The Hard Work of Being a Soft Manager r0111g William H. Peace Leadership in a Combat Zone r0111h William G. Pagonis Leadership: Sad Facts and Silver Linings r0111j Thomas J. Peters The Work of Leadership r0111k Ronald A. Heifetz and Donald L. Laurie In Closing Followership: It’s Personal, Too Robert Goffee and Gareth Jones r0111l Best of HBR 1990 What Leaders Really Do They don’t make plans; they don’t solve problems; they The article reprinted here stands on its own, of course, but it can also be seen don’t even organize people. as a crucial contribution to a debate that What leaders really do is began in 1977, when Harvard Business prepare organizations for School professor Abraham Zaleznik change and help them cope published an HBR...
Words: 6822 - Pages: 28
...attribution, motivation, group dynamics, power and politics, leadership, conflict resolution, organizational culture, and organizational structure and design. This same description can be best summed up in “The Heart of Change” – Real Life Stories of How People Change Their Organizations. To fulfill the final requirements of MNGT 5590, it is my intent to provide a summation of The Heart of Change, how the books ties into the course’s main text, “Organizational Behavior and Management, and how both books are interwoven into various facets of my life, and finally, I will provide some closing thoughts related to my interest in the Heart of Change and the class in general. Written by John P. Kotter and Dan S. Cohen in 2002, the Heart of Change is based on Leading Change, a book written in 1996 which described how it is not systems or strategies that make organizations successful. Rather, it is the human nature (behavior) of people that make organizations successful. How? By tugging at one’s emotions. Kotter and Cohen interviewed over 200 people from 90 United States, European, Australian, and South African organizations to create eight steps people follow to foster change. The purpose of the Heart of Change is to delve into the core problems people face regarding...
Words: 2372 - Pages: 10
