........................ 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ..................................................................................................................................... 16 CHANGE MANAGEMENT SUCCESS 3 Abstract The commonly reported failure rate for change management initiatives is 70 per cent. Anyone who manages change or is impacted by change in the workplace should be deeply concerned about this statistic. This paper explores three disciplinary...
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...Development Research KaRon Garman PSY/201 October 28, 2012 CRYSTAL LANDA Social Development Research The article I chose is Social Knowledge and Goal-Based Influences on Social Information. In this article goes into detail taking about all the social effects and all the emotions linked to how people (for call stages of adults) interpret the choices made and why. In the article it goes into depth talking about judgment, social partner selection, likeability can all be directed back to social traits acquired in adulthood or adolences. Hess and his partner suggest that “the accumulation of social experience across adulthood is associated with the development of expert-like behavior in social judgment situations.” (Hess & Kotter-Gruhn, 2011) So based off this reading I was able to learn that most social behavior in adults is reverted back to social effects and examples that they were around as children and young adults and that adults like any other sub group feed off emotions in a social enviorment as well as personal enviorment. If writing a research paper on this topic I would use this paper because it helps to link the social development of adults and also does include younger and older adult referacnces for a “base” They explain the research and experiments into the information that has been collected. The subject were given tasks to accomplish of certin groups and the tasks in turn measured the aspects and in the end devided them by age. In turn their research was...
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...effort, while decreasing employee opposition and the cost associated with the change. Change is inevitable in today’s business community if an organization wants to remain competitive and to increase profits. With an increase in globalization and advancements in technology, companies are forced to make changes if they want to stay in business. Unfortunately, most change efforts fail due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. Successful change efforts are based on individuals at the organization responding positively to the transformation. So what can an organization do to bring about successful change? Research suggests that change is more effective when it’s driven from within by the upper management team of the organization. Employees are more than likely to buy into the effort if they feel it’s being supported by the top brass. If the employees get a sense that upper management is not championing the cause, then they will not support it. In addition, the change effort must also tie in with the culture of the organization. Management must find a way to connect it with the values, beliefs and behaviors of the organization. Otherwise, the effort will fail. Successfully changing an organization is not an easy task for any company. However, a theory has been proposed that states there are steps a company can take to achieve their goal of organizational...
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...Abstract This paper discusses John Kotter’s Eight-Stage Change Model and how it can be used as a guide when implementing change within an organization. The roles of various stakeholders including senior and emerging leaders, managers and employees throughout the eight stages are defined. In addition, factors which can contribute to a failed organization change initiative are discussed. Transforming an organization from a sub-optimizing enterprise of independently functioning departments to an organization that embraces cross-functional teams and customer centric integrated processes that focuses on delivering quality products and services requires a well defined and implemented plan of action. In addition, transforming an organization also requires a large amount time, financial resources and most importantly risk. Published success rates of some change management programs are as low as 10% (Oakland & Tanner, 2007). Shrinking profit margins and increasing competition both globally and locally require initiatives that are implemented by organizations to deliver the desired results. A number of organizational change models are available for an organization to use when transforming an organization. John Kotter’s Eight-Stage Change Model provides a framework that allows an organization the time needed to implement change as well as inclusion and participation of all stakeholders throughout the organizational transformation. John Kotter’s Eight-Stage Change Model...
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...tTamara Momplaisir Integrative Paper Kotter Meets Ivancevich Change is usually one of the most difficult phenomenons to accept. Although we are living in an ever-changing world, people are likely to resist change if what they are currently doing is seemingly working. Kotter’s eight-step model provides a design for successfully implementing change within an organization. According to The Heart of Change, the main problem that people faced when leading change was changing the behavior of people and in order to successfully lead a change movement one must be able to speak to people’s feelings. According to Ivancevich, there are several forces for change. Organizations are not likely to even think about making changes if there is not a shocking event to lead to the need for change. For example, plummeting sales would lead a company to evaluate where they are going wrong. Technology, which in itself is forever evolving, is another change stimulant. With the evolution of technology jobs roles are changing and some are no longer needed. As such, people are forced to adapt to technology in an effort to stay viable. In addition to necessity and technology, social and political change also contributes to change. This outside factor is something outside of the control of the organization, but will ultimately affect the company’s future. An example of this may be a recession. The first step according to Kotter’s model was to increase urgency. The presence of urgency leads to...
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...usually defined keeping business environment and vision in focus. The challenge arises when a company makes a transition to a new business model keeping in view the long term sustainability. The paper explains that there are primarily five major categories of organizational structures, out of which almost all the time one is adopted by a company. We cannot ignore the fact that traditional organizational structures manage the daily activities of running a company well. But with the business getting more and more dynamic, the challenge for a company lies in being flexible and innovative with these conventional structures in place. In this paper we drew inspiration from the award-winning article “Accelerate!” in Harvard Business Review, from global leadership expert John Kotter and came to the conclusion that the existing structures and processed that form the organizations - ” Operating System” need additional elements to overcome the challenges produced by mounting complexity. The solution lies in the implementing a second Operating System with a focus on continuous redefinition of strategy to keep up with market changes. The approach to have second structure emanates out of the idea that an effective organizational structure needs flexibility as essentially as stability. The paper concludes with implementation of the second network like structure. The complete process of implementation is delineated into eight steps called Accelerators. Organizational Structures and the...
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...Change Management Concept Paper Submitted to Northcentral University Graduate Faculty of the School of XXXXXXXXXXX in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF BUSINESS MANAGEMENT by KIM S JOHNSON Prescott Valley, Arizona October 2012 Table of Contents [Note: this is a non-inclusive sample and will vary depending on your subheadings] Introduction………………………………………………………………………………..1 Statement of the Problem………………………………………………………….1 Purpose of the Study………………………………………………………………1 Brief Review of the Literature…………………………………………………………….2 Research Method………………………………………………………………………….3 Appendix: Annotated Bibliography……………………………………………………….6 Introduction [One of the most serious tests associations meet today is managing change. Since steady changes facing some amount of modification and development can and must transpire continuously. Every employee, organization, and position is manipulated by of variables that influence the accomplishment of each sole change attempt. Some workers seem to search for an out and encourage change and next can successfully amend and develop their job presentation as quickly as the change occasion is determined or the change demand is made. Others may be unwilling and may require time and teaching to become prepared to carry and successfully contribute in the recommended changes. Some, nevertheless, may decide not to contribute and may essentially prevent the association's best presentation because...
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...Resistance to change as a form of feedback Paul John Dale Graduate Research Paper INDM 4211 Industrial management MIchigan University Professors: Robin Table of contents Abstract 3 Change4 Resistance to change 4 Resistance to change causes and forms Conclusion 19 References 20 Abstract Abstract traditionally, imperviousness to change has been given a role as ill-disposed ‐ the adversary of progress that must be vanquished if change must be executed effectively. While it is clear that established administration hypothesis watched safety in such a way, late writing contains much confirmation, that recommends safety may undoubtedly be helpful and is not to be essentially neglected or looked down. This paper contends that the trouble of hierarchical change is frequently exacerbated by the botch of safety got from a basic set of presumptions that misjudge safety's key nature. It is proposed that administration might enormously profit from systems that deliberately oversee imperviousness to change by looking imperviousness to change as a manifestation of criticism, for methods for using it as opposed to overcoming it and enhancing the procedure of progress or others needed to effectively actualize the change. . Change...
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...31 Abstract This article examines the relationship that exists between organisational culture and performance, and how these factors influence employee motivation. The issues are discussed at length, firstly through a review of the current literature relating to the topic, and secondly by means of investigating the organisational culture of Google. Through examining the work of Denison (1990) and Truskie (1999) it is shown that some authors believe certain cultural aspects are important for organisational cultures to be successful. The frameworks of Martin (1992) and Goffee and Jones (1996) show that strong cultures exist where employees’ values are aligned to the values of the organisation. Though looking at the empirical evidence of Kotter and Heskett (1992), it is shown that there is indeed a link between strong organisational cultures and performance, but only strategically appropriate cultures are successful. Finally, it is suggested that there has been a trivialisation of organisational culture, (Alvesson, 2002) and culture is a facet of an organisation not an object of an organisation. Consequently, the manifestations of Google’s culture is analysed by evaluating the artefacts at Google (Gagliardi, 1992). Through looking at the various aspects of Google, it is shown that Google has an integrated culture (Martin, 1992), and one which comprises of four key elements; mission, innovation, fun and reward. Through selecting the four core components which summarise Google’s...
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...CHANGE MANAGEMENT Student’s name: Almost 70% of all change management programs are described as failures. Discuss the top five reasons why change efforts do not succeed; and what managers can do to mitigate the risk of failure. Introduction Only managers or leaders who react rapidly and anticipate change are successful because in today’s world change is constant. Moreover, the leaders who invent and anticipate the future are more successful as it is essential to invent the game to be leader in the industry. Organizations are considered as followers who adapt change later even some of them do not survive. Several models are identified for successful organizational change. Champion responds to the complexity and pace of change. Winners learn, adapt and act rapidly. Others for example losers try to master or control the change in the environment. Out of many models leaders have to select the appropriate model for their organization for transformation that will help their company to flourish and survive. Cummings and Worley stated that,” in spite of its speed, change is the ongoing process of an organization from the present state towards the desired future state in order to increase organizational effectiveness and efficiency.” (1) As per survey over 70% of all change efforts do not succeed whether it’s a simple department or whole company. Major reasons for the failure of change are: * Improper planning • No or lack of commitment from management • Half hearted or Unfocused...
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...A Need For Change Within A Project Ronny L. Wade Walden University Abstract In this paper, I will show the type of change approach I took to make a major change within the organization technologically and culturally. As stated by (Schein, E, 2006), “Change and stability are two sides of the same coin”. I believe that communication within and among an organization is driven with the successes and failures of employee management and the employees that will increase the effectiveness of the growth of change within the organization. To perform change more effectively a clear and precise plan of action must be present, to due to the success or failure of the proposed change. A Need For Change Within A Project “THE PRIMARY TASK OF MANAGEMENT is to get people to work together in a systematic way, like an orchestra conductors, managers direct the talents and actions of various payers to produce a desired result” (Christensen, C. M., Marx, M., & Stevenson, H. H., 2006, p. 73). The Situation In this ever changing world of technology, I once conveyed to my company a vision that would bring change in the way we process our product with the development teams and the client. In the vision I expressed that we needed to have a more organized approach to developing our code for the client’s and that we needed a centralized hub where all code is checked in and checked out for the developers. Our company utilized SVN at that time, which did not give the security as GIT would...
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...UNIVERSITY OF LA VERNE La Verne, California ACTION PLAN FOR CHANGE A Paper Submitted in Partial Fulfillment of the Requirements for MGMT 569: Conflict Management and Organizational Change Student’s Name College of Business and Public Management Department of Management and Leadership May 2014 Action Plan for Change Organizational Description The organization that is the subject of my action plan for change is the xxxx. The xxx has gone through many changes with the creation of a formal human resources division within recent years. Attempts to centralize the recruitment and hiring process in the human resources division with limited staff have been unsuccessful. A formal recruitment and hiring process was implemented in the past two years that helped to centralize the process, but also increased the time to get new employees started in the organization. Believing that creating a formal process will alter informal realities is a myth in planning for change (Cloke & Goldsmith, 2000). Hiring supervisors have reacted to human resources involvement in the process negatively. I have noticed an increase in managers looking toward me to make decisions that they should be able to make themselves. They have also stopped doing some tasks related to the employment process that they should still be completing. A change is needed that will involve human resources and...
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...Guernsey Keywords Management, Model, Planning, Organizing, Co-ordination Abstract Planning, organising, co-ordinating, commanding and controlling ± these are the elements of management according to Henri Fayol. Less known, but no less important, are Fayol's principles of management. Fayol was born in 1841 and died in 1925. His Administration Industrielle et Generale was published in French in 1916 but was not translated into English until   1929. Fayol's work is often quickly rejected either because of its age or because it is believed to have been superseded by observational findings. However, Fayol's work was based on observation. This paper considers some contemporary models of management (Hales, Kotter, Mintzberg) and argues that Fayol's elements of management are not refuted but are rather reinforced by more recent findings. The paper concludes that Fayol's work stands the test of time. The five elements of management and 14 principles of management are briefly presented. Michael J. Fells Fayol stands the test of time 345 Introduction Henri Fayol was born in 1841 and died in 1925. After 30 years of an eminently successful career as a practitioner, Fayol devoted the remainder of his life, from 1918 to 1925, to promoting his theory of administration (Fayol, 1949). Fayol was perhaps the first to note the need for management education (Brodie, 1967). His Administration Industrielle et Generale was published in   French in 1916. No English translation appeared until...
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...Integrative Paper How Does “The Heart of Change” Influence My Behavior as a Manager Integrative Paper: How Does “The Heart of Change” Influence My Behavior as a Manager? Even with clear observations of significant resistance to change, changes can be made successfully using a systematic approach. In The Heart of Change: Real-Life Stories of How People Change Their Organization, the authors present Steps 1-8, a systematic approach that will surely reap change effort benefits. The following paper addresses two questions for each of the step identified in The Heart of Change. 1. How does the theme and reasoning influence your expected behavior as a manager? 2. How does the theme and reasoning influence your expected behavior as a manager? I truly love change if the need is there for a change in order to move a person or an organization forward. Through readings in the textbook, including real-life examples for implementing change, each of the questions are addressed regarding how I will change my own line of thinking when it comes to change, and becoming the change agent for my organization. Step 1: Increase Urgency 1. For the most part, the theme and reasoning presented in Step 1 was a refresher for me as a manager. One of our operating mottos within my department is “act with speed”. I promote this throughout my team and drive examples home every chance I get when one of my people drop the ball. Implementation of this act with speed behavior was not easy to...
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...Integrative Paper 13 Oct 14 Working in a bureaucratic organization of 182,000 active component Marines, the institution inevitably is slow and lethargic. It takes many supervisors, managers, and leaders too tackle large scale problems and years developing solutions to the problems. The Marine Corps has developed many formulas and models to attack such problems. These formulas and models reengineered a strategy by streamlining, integrating, and transforming a process to eliminate waste, delays, and slow response time (Ivancevich, p. 518). These processes allow for individual commanders to adjust unit approach to still meet the objectives and intent without endangering the Marine Corps strategic message and vision. Over the next seven pages, I have taken Kotter’s eight step process and incorporated them into my experience to how The Heart of Change theme and reasoning influenced my expected behavior as a manager in the Marine Corps. Increase Urgency While working as a staff officer in a higher level command the sense of urgency is slow and unwilling to change. The typical expression you hear in the office spaces at a higher level headquarters, “is if you want change throw money at it to continue research”. The expression only proves the lack of change that occurs within the organization. Though the expression does provide humor, however, it really does not accomplish the task at hand for change. The idea for change is to focus on maximizing worker output. Conducting...
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