...Kotter, John P. "Leading Change. Why transformation efforts fail", Harvard Business Review, January 2007, pp 92-107 HSN O T H E T E S T S F A L E A D E R 8 H S TS F 1995 ultimate test of a leader no busrness Editors Note: Gulding changemay be the itself' But' human nature betng survives over the long term if it can't reinvent resistedmighttly by the people it most what it is, fundamental changeis often leading change is both affects: thosetn the trenchesof the business'Thus' absotutelyessentialand incredibly difficult change better of organizatronal Perhapsnobody understandsthe anatomY P Kotter'Thisarticle' professorJohn than retiredHarvard Business School prevtewedKotter's1996book Leadtng of spring 1995' in originallypubtished the a factors f rom establishtng sense of ergnt criticalsuccess Change.lt outlines ("lhe wins' to changtngthe culture to e\traordinarY urgencY, creating short-term famitiarwhen vou read it' in pan way we do things around 6srs") lt will feel becauseKotter'svocabularyhasenteredthelexiconandinpartbecauseit containsthekindofhometruthsthatwerecognize,immediately'asifwe'd work on leadtngchange remains alwaysknown them.A decadelater, his definitive. Change Leading Efforts whyTransformati0n Fail theydo them do businesses eightthingsr ight( and y w L e a d e r s h o su cce ssfu l ltra n sfo rm in t h e r i g h to r d e r). by John P.Kofter I L l lt I DECADE,have watched more than loo THEPAST ...
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...According to John Kotter, there are eight essential steps to take when you are leading change. The first step is to create urgency, meaning you need to create the initial motivation to change within the organization. In the case of Blockbuster, we will need to not only communicate our poor performance, but express the urgent need for us to change our business, or face being pushed out of the market by our competitors. Seventy five percent of people within the organization need to be on board with change in order for the change to be successful (Kotter). The first step is very important, as failure to get everyone motivated to change will result in the change not gaining momentum, and ultimately failing. The second step is to build what Kotter calls a “change coalition”. This step involves asking members of the organization to make a commitment to change, and a commitment to communicate the urgent need for change with others. The people who will be most effective will be good leaders, and of course, those with a large stake in the organization. The third step is to create a clear vision for change, and communicate that vision frequently. We will need to determine the values that are essential to the change, and summarize what we see for the future of our company. We will then create a strategy for facilitating change, and make sure that every member of our change coalition can communicate our vision accurately, and with a short summary. The fourth step is all about communicating...
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...Synthesis Paper Leading Change Deborah Sarrion Nova Southeastern University August 10, 2012 Introduction Leadership is a work in progress. Just as we grow and change into adults, we grow and change as needed in the leadership roles we have throughout our professional life. Leaders need to be open to change, to give others the chance to make decisions and lead. A good leader is a humble leader. Webster's dictionary defines Humility as the state or quality of being humble; absence of pride or self-assertion (2010). When organizations introduce humility inducing opportunities, the experience causes newcomers to question their prior behavior, beliefs, and values (Miracles, 2010). Leadership can be defined as the ability to influence someone or a group of people to follow ideas or certain steps to ultimately attain change. It is change that leads organizations to reach their goals. Leadership, is identified by Northouse (2010), as a concept related to power for of its ability to influence. Wise (2011) mentions the importance of leadership coaching. Leadership coaching is exceptionally good for school administrator. It’s simple coaching to help communicate and understand the needs of the students, parents...
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...Leading Change by John P. Kotter Introduction of author John P. Kotter, a worldwide famous expert on leadership at Harvard Business School, was a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972 and who was voted tenure and a full professorship at the age of thirty-three in 1980. Kotter's honors include an Exxon Award for Innovation in Graduate Business School Curriculum Design and a Johnson, Smith and Knisely Award for New Perspectives in Business Leadership. He again gained the title as the #1 ¡§Leadership Guru¡¨ from a survey for 504 enterprises that was conducted by Business Week magazine. Outline of this book Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture. Perspective on this book This book carries great...
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...EXAM DETAILS Course Code: Course Description: Date of exam: BUSM4177 Leading for Change 04/06/2012 Start time ofexam: 8 09:15 Duration of exam: 2hr 15min Total number of pages (incl. this cover sheet) ALLOWABLE MATERIALS AND INSTRUCTIONS TO CANDIDATES 1. Write your full name and student number on each exam booklet together with the number of exam books used. Students must not write. mark in any way any exam materials, read any other text other than the exam paper or do any calculations during reading time. 2. 3. All mobile phones must be switched off and placed under your desk. You are in breach of exam conditions if it is on your person (ie. pocket). This is a CLOSED BOOK Exam. 4. 5. Commence each question on a new page. Carry out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY ...
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...Leading for Change Change Presentation 1. Is the need for change at Unitel a consequence of internally or externally driven factors? Explain your answer! Unitel’s need for change was driven by an external driven factor. An external driven factor is an outside influence that forces an organisation to adapt to the changing markets (new technology), population and economic situation, pushing the organisation to change and adapt to a new environment. It is evident that Unitel was formerly owned by the government but was later privatised in the early 1990s. When a company becomes privatised, this is categorized as an external factor because it goes beyond the control of the company. Significant changes in the external environment could include lowering trade tariffs or changes in government ownership policies, as a result of the change, the telecommunication company had experienced an ‘increased competition from foreign and local competitors’ and the ‘telecommunications industry has seen considerable innovation in terms of both products and services in recent years’. Senior management commented that Unitel needs to improve their culture to maintain its profits in the changing market. In order to improve their corporate culture, Unitel implemented a new corporate strategy, Vision 2020. Vision 2020 was developed by an ‘external management consulting firm’ which aimed maintain its name and profits by seeking excellence in their products, customer service, product delivery...
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...Leading Change Paper University of Phoenix Good Sport, Inc manufactures and sells fitness equipment such as treadmills, exercise bikes and other exercise equipment. The company was founded by an ex-basketball player Jason Poole in Coral Springs Florida. The company has created a hierarchy organizational structure which includes a span of control. “Span of control is the number of people directly reporting to the next level in the organizational hierarchy,” (McShane & Von Glinow, Chpt. 15 pg 17) which includes team members, team managers, vice presidents, Chief Executive Officer (CEO), and other management officials, for Good Sport. Within the span of control there are various subsections creating a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities because it influences organizational behavior in the following ways: (1) Departmentalization establishes the "chain of command," that is, the system of common supervision among positions and units within the organization. It establishes formal work teams (2) Departmentalization usually creates common measures of performance. (3) Members of the same work team, for example, share common goals and budgets, giving the company standards against which to compare subunit performance and (4) Departmentalization encourages coordination through informal communication among people and subunits. With common...
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...Leading Change Leaders who successfully transform a business do 8 things right and they do them in order. 8 Steps for Transformative Change: 1. Establish a sense of Urgency “Make status quo more dangerous than launching into the unknown” a. Examine market & competitive realities b. Identify & discuss crises, potential crises or major opportunities 2. Form a Powerful Guiding Coalition a. Assemble a group with enough power to lead change b. Encourage the group together as a team (H.P.T – 5 Dysfunctions of a Team) 3. Create a Vision a. Create a vision to help direct change effort b. Develop strategies for achieving that vision 4. Communicating the Vision a. Use every vehicle possible to communicate the new vision & strategies b. Teaching new behaviours by the example of the guiding coalition (team) 5. Empowering Others to Act on the Vision a. Get rid of obstacles to change b. Changing systems or structures that seriously undermine the vision c. Encourage risk taking and non-traditional ideas, activities and actions “If it feels comfortable – you aren’t doing anything different or challenging yourself enough” 6. Planning for & Creating Short-Term Wins a. Planning for visible performance improvements b. Creating those improvements c. Recognizing & rewarding employees involved in the improvements 7. Consolidating Improvements & Produce More Change a. Using increased credibility to change systems, structures and policies that don’t fit the vision ...
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...PPT: 3. Leadership and Managing Change (Week 10) Think about: Differences between management and leadership The role of managers and leaders in change Impact of leadership on change outcomes 3. Critically analyse the influence a leader can have on the outcome of proposed organisational change with reference to the differences between leadership and management. A. The difference between the leadership and management: 1. Management is concerned with maintaining the current organisation (doing things right)-contractual exchanges and compliance. 2. Leadership is concerned with change (doing the right things) – inspirational exchanges and empowerment ( Bennis and Manus, 1985; Covey, 1996; Hayes,2010) 3. Managers and leaders attend to similar functions - but do so in very different ways. 4. However, managerial work in times of change is increasingly a leadership task (Hayes, 2010) 5. Deciding what needs to be done: Managers: Set goals, establish detailed steps; Identify and allocate resources in order to achieve these objectives. Leaders: Create vision, set a vision Develop the necessary strategies to get there 6. Developing the talent (才能)to do it: Managers: Focus on aligning(调整)resources-organising and staffing Leaders: Focus on aligning people, communicate the new direction and creating coalition to get there. 7. Ensuring that is done: Managers: Ensuring people accomplish plans through control and problem-solving. Leaders:...
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...E valuation of W ritten C ase A nalysis Reports The report should be written for a management team displaying your analysis of a given situation. Submit work that is worthy of being seen by professional colleagues that reflects your capabilities and represents your work in your absence, i.e., something that can be forwarded within a firm, sent to the board of directors, suppliers and/or customers. + Superior Coverage Good Needs Work 0 Missing Report Guidelines1 Content + Superior: frame the problem statement and situational analysis for common context; identify primary and secondary issues and opportunities considering a range of dimensions (strategic, financial, operational, human, stakeholders, systems, environmental); support with relevant data; cites multiple sources for information outside of assigned readings; application of relevant theoretical perspectives; answers all case questions posted within Blackboard. - Needs Work: too abstract in defining the problem statement and/or situation analysis; does not identify primary issues; guideline infractions (bottom of page); lacks data or examples to support claims. Communication + Superior: uses headers to differentiate information; includes a statement of the purpose of the report early in the problem statement or situation analysis sections; cite sources including sources for pictures; can easily comprehend visuals (not too small or complex);...
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...Leading Change Paper Name of Student Institution There are many models of change explaining how organizations bring successful changes in their business practices, organization structure and organization climate. My paper focuses on Kotter and Bridge's theories of change. Kotter's theory follows a proactive change process because it prepares companies to avoid any future problems or prepares a company for future opportunity (Kotter, 2012). An example can be when a manager for the clothing industry prepares in advance for an increased supply of clothes for warmth to cater for the winter season . He prepares for the change in advance expecting to make more sale when winter season arrives. Bridge's theory follows a reactive change process because the organization brings changes to its practices after the problem has occurred or an opportunity to a company has risen (Bridges, 2009). In the above example if the company was to use Bridges theory, the manager in the clothing industry will increase his stocks after his customers have missed the large supply of cloths they needed. He will increase the supply after he has experienced shortage. Another difference is that bridge's model provides that change takes place in the organization whereas transition is something that is internal affecting their mind when faced with change. Kotter's theory features on what brings a successful change to an organization. Bridge's theory is an Individual change...
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...Leading Change at Simmons (A): The Challenges of Leadership in Managing Cultural Change in Large-Scale Organisations Introduction This case study examines the challenges of leadership and how they manage change in large-scale organisations. This particular case examines Simmons, a 130-year-old manufacturer and distributor of mattresses; it highlights the challenges faced by the newly employed CEO, Charlie Eitel, who has been hired by major shareholders, Fenway Partners to overhaul the organisation’s operation and initiate a turn-around in Simmons’ performance (Casciaro et al., 2005). Based on his experience at turning companies around to improve their operational and financial performances, Charlie Eitel introduced a number of changes on starting to work at Simmons, and his two main objectives were: “...to create a kind of company where everyone want to get up and come to work in the morning”, and “...to create the kind of company that other companies want to do business with.” Apart from change management, the case covers various management issues such as leadership, staff motivation, employee training, employee empowerment, team management, organisational change and adaptation, resistance to change, and organisational culture. All of these issues combine together to affect the performance of Simmons such that the organisation faced its toughest period ever since it was established. Another major challenge was the loss of three major customers due to bankruptcy, which make...
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...M5.05 Leading innovation and change 1. Explain the importance of innovation for own organisation 1. Explain the importance of innovation for own organization I work in an authority responsible to implement the EU legislation in our country. One of the aims of the organization is to draft policies and to attend meetings concerning the EU policies. EU regulations are directly applicable to each Member State, while directives need to be transposed by the responsible officials. Before any decisions are taken consultations are carried out with the industry, the general public and any interested stakeholders. When a legal tool is in place there is always a transition in which the regulation is implemented hence the industry and the public will have ample time to the new regulations. During this time awareness and publicity is necessary so that we reach as many concerned people as possible. Innovation is important within my organization since there is the need to find new ways to increase publicity of the organization and at the same time we need to educate the public. We are not very reactive to the outside environment hence we need to become more innovative and inherently more adaptable to the external environment. This will allow us to be proactive and more effectively to capture opportunities. Innovation within my organization is needed, mainly in the following aspects: • Service innovation – where new and better service offerings to customers should...
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...Leading Change at Simmons with the GGOL Simmons Opportunity to Roll Out the GGOL Program William A. Owen MGMT 6351 Dr. Donna Stringer 10/16/14 Executive Summary The following case anlaysis has been conducted on the Harvard Business Review’s Leading Change at Simmons article. The analysis intends to present the situation at Simmons during 2001 and some key management decisions to consider that would positively decide the organization’s fate. There are several challenges facing Simmons, both within and beyond the organization’s control, that will require a visionary to help navigate them to success. This paper takes the position that the newly appointed CEO of Simmons, Charlie Eitel, can convince the shareholders to invest in culture change for Simmons and positively build the organization’s value. In an effort to provide objective analysis and empirically based recommendations, the analysis has followed a methodology that presents some important organizational theoreis pertaining to the situation with Simmons, as well as insight into goals, risk, and capabilities. Following that analysis will be a set of reommendations for how to implement the goals into plans that could achieve the desired results, namely convincing the investors to allow Eitel to roll out the costly Great Game Of Life program and rebuild the company from its core. Case Overview Simmons is currently one of the top mattress firms in the U.S. and has been repeatedly recognized as...
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...LEADING INNOVATION AND CHANGE INSTITUTE OF LEADERSHIP AND MANAGEMENT LEVEL 5 AWARD /CERTIFICATE/DIPLOMA AC 1.1 EXPLAIN THE IMPORTANCE OF INNOVATION FOR OWN ORGANISATION Innovation is central to the future of the organisation (Trust) effectiveness to operate in the external/internal environment. The organisations culture needs to set the conditions and processes for Innovation and creativity to take place. Innovation can help set the strategic direction and enhances the ability to respond to key factors identified in a PESTEL analysis or organisational SWOT (appendix a). Evaluating key factors identified in the PESTEL analysis highlights why innovation is important to the organisation: Benefit | Factor | SIMILTANEOUSLY IMPROVE QUALITY AND PRODUCTIVITY | Better use of technology aligned to business strategyEnsure assets are fully usedDevelop IT for patient self-service systemsMaintain focus on high standards of practice, documentation and communication with patientsImprove health education use of social mediaProvide employees with stimulating work that creates a sense of personal growth | ECONOMIC GROWTH BECOMING MORE COMPETIVE | Improve business processesIncrease investment in sciences and technologyCreating confidence for external investmentCreate business partnerships | TRANSFORMS PATIENT OUTCOMES | Improved decision makingNew medicines, medical technologiesFocus on treatments in the homeGood informatics | An important consideration when new innovations...
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