...Organizational Change in the Insurance Company The organizational change which will be discussed in this paper involves a large insurance company who wants to increase market share from the sale of their cutting edge variable annuity product. The outside sales force, known as wholesalers have set territories throughout the United States. Current studies have determined that many of the existing leads, who are Financial Advisors, are not being contacted and so therefore potential new business and new relationships are being missed. Upper Management has decided to institute a major organizational change in the form of creating smaller territories for existing wholesalers and hiring new, inexperienced wholesalers with the objective that there will be more effective penetration and an increase in business. The key stakeholders who will be involved are all employees, management and shareholders. The stakeholders with the most significant impact will be the existing internal and external wholesalers and the training department staff. These departments will have challenges such as maintaining current business while finding new business, hiring new people will create challenge for the managers and the training department. The existing wholesalers will need to restructure their business which will meet with resistance. This paper will address the change management approach, recommended action steps as wells as overcoming various obstacles in order to effect the change and increase...
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...Change management stories Name: University: Course: Tutor: Date: Introduction The current business atmosphere is characterized by a myriad of changes that often bring new opportunities as well as challenges to established ways of doing things. Technological advancements, changing economic fortunes are some of the factors that frequently call for new approaches in doing things so as to cushion business from the adverse effects of failing to embrace these changes. Increasing levels of competition puts firms to their toes as they continuously more effective techniques with a view to gain a competitive advantage (Anderson & Anderson, 2001). Organizations and scholars are in agreement that change is inevitable. The result is a development of change models which help organizations to embrace and structure change processes so as to reduce resistance (Brisson-Banks, 2010). This essay discusses Kotter’s change model and its application to the stories of change at IBM, Hewlett Packard and Kodak. Kotter’s change model and stories of change As mentioned earlier, change is inevitable in organizations. While a majority of stakeholders often recognize the need for the implementation of change, most organizations are met with general resistance towards change. People often find it hard to abandon old ways of doing things that they are familiar with as they fear the unknown (Anderson & Anderson, 2001). Human beings fear failure as well as the loss of their power...
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...external forces of change; leaders implementing changes within the organization; the models the leader by employ; the communication necessary to implement the changes; the resistances the leader might incur; and the strategies the leader might use to overcome the resistance within the organization. Synergetic Solutions wants to accomplish rapid changes within the organization and this will be no easy task without proper leadership within the organization to keep all involved and make the changes a reality. Internal and External Forces of Change Internal forces of change include poor financial performance and the need to increase profitability, employee dissatisfaction, and cultural differences within the organization (Robbins & Judge, 2011). The organization might not be performing as well financially as it could, which puts a strain on the organization to pay bills, order products, and meet payroll. An organization having poor financial performance will need to increase profitability to succeed. Employee dissatisfaction could lead to a decrease in production, which leads to a decrease in profitability. Culture may be a barrier to change when the “. . . shared values are not in agreement with those that further the organization’s effectiveness” (Robbins & Judge, 2011, p. 525, para. 2). External forces of change may be as devastating as internal forces of change. External forces of change include technological changes, political factors, competition, and changes in consumer...
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...Running Header: STORIES OF CHANGE Stories of Change Prof. Dr. Vanessa Graham HRM 560 January 26, 2014 Introduction The current business atmosphere is characterized by a myriad of changes that often bring new opportunities as well as challenges to established ways of doing things. Technological advancements, changing economic fortunes are some of the factors that frequently call for new approaches in doing things so as to cushion business from the adverse effects of failing to embrace these changes. Increasing levels of competition puts firms to their toes as they continuously more effective techniques with a view to gain a competitive advantage (Anderson & Anderson, 2001). Organizations and scholars are in agreement that change is inevitable. The result is a development of change models which help organizations to embrace and structure change processes so as to reduce resistance (Brisson-Banks, 2010). This essay discusses Kotter’s change model and its application to the stories of change at IBM, Hewlett Packard and Kodak. Kotter’s change model and stories of change As mentioned earlier, change is inevitable in organizations. While a majority of stakeholders often recognize the need for the implementation of change, most organizations are met with general resistance towards change. People often find it hard to abandon old ways of doing things that they are familiar with as they fear the unknown (Anderson & Anderson, 2001). Human beings fear...
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...The Need for Change: Kotter’s Eight-Step Approach MGT 435 Organizational Change Prof Doug Nelson February 24, 2014 The Need for Change: Kotter’s Eight-Step Approach Change doesn’t come easy in an organization whether it is large or small. The first step in change is identifying the needs so that steps are put in place to implement. As an organization progresses and develops it can be a difficult strategy to perform especially if there are no steps put in place to follow. Developing more efficient ways to introduce and execute change puts less pressure on the associates, and can help internal and external customers adjust to the way of doing business. In this paper I will be identifying the need for change in pipeline/processing management in an organization by using Kotter’s Eight-Step Approach. In the society will live in today change is normal for any business. Alternate initiatives and technology improvements are essential for any organization to stay ahead of their competitors. Many Planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness. Ultimately, the goal of planned organizational change is to improve an organization's capabilities, thus enhancing its value to stakeholders and stockholders (Beer, 1980). Change can fail for many reasons in an organization if not managed correctly. In fact it has been stated that change in an organization fails 70% of the time...
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...OB Seminar 12: Managing Change & Stress • • • • Team Discussion on Case Study Team Presentation Reflection & Experiential Exercise Lesson 12 (Chapter 18) 1 Case study on Lynn Tilton’s leadership (p. 389) 1. Use Table 16-2 to evaluate the extent to which Lynn Tilton displayed the characteristics associated with being a good leader and good manager. 2 Case study on Lynn Tilton’s leadership (p. 389) 2. Which different positive and negative leadership traits and styles were displayed by Tilton? Cite examples. 3 Case study on Lynn Tilton’s leadership (p. 389) 3. To what extent does Tilton display situational approaches toward leadership? Explain. 4 Case study on Lynn Tilton’s leadership (p. 389) 4. Which of the four types of transformational leadership behavior were displayed by Tilton? Provide examples. 5 Case study on Lynn Tilton’s leadership (p. 389) 5. Would you like to work for Lynn Tilton? Explain why or why not. 6 Case study on Lynn Tilton’s leadership (p. 389) 6. What did you learn about leadership from this case? 7 Ch. 18 Learning Objectives 1. Discuss the external and internal forces that create the need for organizational change. 2. Describe Lewin’s change model and the systems model of change. 3. Discuss Kotter’s eight steps for leading organizational change. 4. Define organizational development and explain the OD process. 5. Explain the dynamic model of resistance to change. 18-8 Ch. 18 Learning Objectives ...
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...Describe Lewin's change model and the systems model of change, and discuss the external and internal forces that create the need for organizational change. * Discuss Kotter's Eight Steps for Leading Organizational Change. * Discuss the 11 Reasons Employees Resist Change. * Discuss the process organizations use to build their learning capabilities and identify alternative strategies for overcoming resistance to change. Respond to at least two of your fellow students' responses. Try to respond to students who picked different statements. Kotter’s eight steps for leading organizational change include: 1 – Establish sense of urgency – Create reason for why change is needed 2 – Create guiding coalition – Get people with enough power and influence to lead change 3 – Develop a vision and strategy – Create plan to guide change process 4 – Communicate change vision – Implement communication strategy that constantly communicates new vision with others 5 – Empower broad based action – Eliminate barriers to change, encourage risk taking and problem solving 6 – Generate short term wins – Plan for short term wins, milestones to be met. Reward those who achieve these results 7 – Consolidate gains and produce more change – Coalition uses credibility from goal achievements/wins and creates additional change. More people are brought into the change process throughout the organization 8 – Anchor new approach in culture – Reinforce change by recognizing change and how it...
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...Organizational change is usually provoked by some major outside driving force, substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Most times there are strong resistances to change because people are afraid of the unknown. Many people believe things are already fine and don't understand the need for change. Many doubt there are effective means to accomplish major organizational change. Sometimes there are conflicting goals in the organization, for example, to increase resources to accomplish the change yet concurrently cut costs to remain viable. Successful change must involve top management, including the board and chief executive. Usually there's a champion who initially implements the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. As the Chief Operating Officer at Synergetic Solutions and the change agent for a major transformation within the organization, this report will describe some internal and external forces of change for Synergetic Solutions. I will also discuss some factors that need to be weighed to implement this change successfully. Lastly, I will discuss the different kinds of resistance that is expected with this change as well as the resolutions to overcome that resistance. Synergetic Solutions Inc. is a $6 million company in the business of system integration, assembling...
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...term immediately after intervention completion january 2013. Intermediate 18 months after intervention completion july 2014 Long term 3 years after intervention completion january 2016.) The intervention will incorporate each of Kotter's (2007: 99) eight steps to leading change. The first step is to establish a sense of urgency. We will examine the market and discuss with the client the reality of their competition in order to get them to reprioritize. There are many major opportunities and potential crises that HDMC needs to be aware of but without motivation and commitment of the organizational managers the effort will go nowhere. The next step is to form a powerful guiding coalation team. Our cunsulting team will find the right number of people with good energy, level of trust, and strong authority to lead the change effort. This group will be trained to understand and not underestimate the difficulties of producing change and to also work together as a team. The following step is to create a clear vision and express it simply. This step will need to be acomplished by creating a vision that motivates people in the right direction. The vision needs to be easy to communicte and also inspire not only the people participating in the actual changes but also the stakeholders. Communicating the vision is our next step. This is where the team pulls together and communicates what needs to be done simply and honest. The fifth step is to empower others to act on the vision. HDMC...
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...Change is a Journey not a Blueprint MANAGEMENT OF ORGANISATION CHANGE Stephanie Golding | 10101131 | Change is a Journey not a Blueprint | November 20, 2015 Table of Contents Introduction ......................................................................................................................... 2 Planning for Change ........................................................................................................... 3 Resistance to Change .......................................................................................................... 3 Kurt Lewin’s Change Model ........................................................................................... 4 Unfreezing .................................................................................................................... 4 Moving .......................................................................................................................... 4 Refreezing ..................................................................................................................... 4 Initiators of Change............................................................................................................. 5 Steps to Transformation ...................................................................................................... 7 Kotter’s 8 Step Model ......................................................................................................... 7 Conclusion...
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...to communicate the change to the employees, and explain why you selected these channels. The communication channel is the driving force for the changes to be successful. After reviewing the material involving the change management, plan the most appropriate channels of communication are face-to-face, and e-mail. When communicating face-to-face the decision-makers can ensure proper deliver, answer questions, requires participation, and receive feedback. Using e-mail is also an efficient way to convey the change to the workers. This technique additionally permits the identical information to be sent (Robbins, Judge, 2011). The information sent is vital so workers are not getting different information regarding the change. The e-mail method also ensures every employee understands the details of the change, and allows document to be kept in employee files (Robbins, Judge, 2011). To maintain the vision of the company, managers should reassure the employees by using the most effective channel of communication. To ensure the best outcome the communication method should be sent clearly (e-mail), the receiver must listen (face to face), be appropriate for the situations (face- to- face), and have an association. Face-to-face and e-mail methods aids in fighting the effects of misinformation, misunderstandings, and help sell the need for change (Robbins, Judge, 2011). Both communication channels are highly effective to establish rapport and communication to change. . Identify...
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...Change Management Brenda Macy American InterContinental University December 13, 2015 Abstract The world is an ever changing entity. As a business owner, you will need to keep up with those changes for success within your business. There are 3 areas of change to be considered when changing the organizational culture, the technology, the structure, and the people. Sometimes resistance is met when change is introduced in the workplace. To manage that change, models of change management are introduced to make the transition a smooth process. Two of those models are discussed here. Lewin’s Change Management Model, and Kotter’s 8 Step Change Model (Normandin, 2012). Change Management No matter the size of your business or what kind of business you are in, all businesses have the common element of change. Change can come from the introduction of new technology, new structure within the organization or by the people (Normandin, 2012). The world is changing on a fast track and to succeed in business, organizations must be on the fast track of change as well. Failing to implement a successful change within the organization can cause failure of the business (EditorialBoard, 2011). A psychologist name Kurt Lewin created a change model for understanding organizational change. It is the Unfreeze, Transition, Refreeze change model. In step one, the need for change is recognized and preparing the organization that the change is needed, and effective communication of the...
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...The word "change" is contentious because it discharges frustration and put extreme pressure on organizational leadership. However, facilitate organizational change dramatically require creativity. In Allen, Smith & Da Silva, et al. s described transformational leadership style to have an assertive readiness for organizational change and organizational creativity, (2013, p. 24). Having observed or read the recent mandate from Governor Nixon with the appointment of an assistant Megan Brock to lead the Emergency operation Team in light of negative publicity. Conversely, understanding change as a process is fundamental to communicating change vision. Constructively, change visions begin with innovation and diffusion. In Lewis, et al. described...
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...Contents 1.0 Introduction 2 2.0 Literature Review 2 2.1 Definition of Change Management 2 2.2 Need for Change 2 2.3 Barriers to Effective Change 3 2.4 Models of Change 4 2.5 Organisational Metaphors 6 3.0 Recommendations 7 4.0 Conclusion 9 5.0 References 10 6.0 Appendices 11 6.1 Appendix One – Comparison of Change Models 11 6.2 Appendix Two - Archetypical Metaphors for Organisations 1 1.0 Introduction The purpose of this report will be to critically review a contemporary management practice topic of change management within the case study of the organisation in order to identify the key strengths and weaknesses of the organisation and make appropriate leadership and management recommendations for improvement in this management practice. The topic under investigation in this report is change management. All organisations experience change constantly. For the case study organisation there has been some planned changes made such as the hand held work devices and electronic vehicle tracking devices to improve efficiency. However the organisation needs to implement change in the future due to change in legislation, regulations and customer service targets. 2.0 Literature Review 2.1 Definition of Change Management ‘to move an organisation from its present point to a different one which is more desirable in meeting its objectives.’ (Hannagan, 1998:31) ‘a continuous, open-ended and unpredictable process of aligning and re-aligning an organisation...
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...that is undergoing change management for various reasons. Firstly, the company has expanded over the years and hence requires for more structures to be in place to improve efficiency as so to increase profitability. Secondly, change is needed to deal with the increasing competition. Current Status of Change Management An urgency for change is created by Harold Cox. He felt change is needed to improve the company's business and hence appointed Erica as the chief in charge to initiate the change process. (1st step of John Kotter's model- initial motivation for change to take place). Erica indentified that CCC lacked effective operational and cost controls. She felt that there is a lack of management expertise to lead the company and propel it to greater heights. Hence, she suggested to hire new expertise to lead CCC. The new managers hired developed a new budgeting system and arranged a meeting with all departmental heads to inform them about it. However, the old managers do not seemed very keen and neither seemed to understand how the new system would affect current working practices. There is even one manager that strongly object the change and criticized it. Though the first step of Kotter's Model was fulfilled, the change was not successful for several reasons. This will be further elaborated in the paragraphs to come . Identifying the problems that hinder CCC's growth is a good start but Erica did not foresee the challenges for implementing change and did not manage...
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