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
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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
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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
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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
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LEADING ORGANISATION CHANGE 1.0 Introduction Organisations can consider as dynamic and complex social systems where changes need to be done as whole within the organisation system. Today, OD is counted on to improve organisations that are operating in a quite different environment than that of the 1960s. The nature and forms of organisations are changing dramatically. The field of organization development requires its own evolution to accommodate the evolution of organisations. 2.0 The Philosophy
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review is critically to analyze the article ‘Corporate environmentalism and top management identity negotiation’ by Hélène Cherrier, Sally V. Russell, Kelly Fielding (abridged from a research paper originally published in Journal of Organizational Change Management in 2012). Two review questions are addressed: 1. What does the text suggests are the key factors promoting or inhibiting the effectiveness of top management to implement corporate environmentalism within their organization. 2. To
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Change is inevitable. It is what makes the world go around and what makes people who we are today. If it wasn’t for change, humans would still be primates or there would be no electricity. The same goes for organizations. Organizations must utilize change in order to stay in demand and stay relevant. With the help of Kotter’s eight steps for leading change, people can recognize organizational change. One of Kotter’s steps for leading change is to create urgency. This means that one should create
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Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management A systematic approach to OCM is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation
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others, their perception will be changed and more members of the leader’s team will show negative attitude. Therefore the leader needs to change to prevent this negative attitude toward him. If the leader accepts and pursues the following conditions for changing behavior, which are: see the need, really want it, be convinced that you can do it, dare to change, and social support. The leader has improvement potential for not only his leadership skills but also the performance of his team. After that
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to initiate a greater need for change. Some leaders misjudge the difficulty to get people out of their comfort zone, or give themselves too much credit for how well they think they have already done. They could also just lack the patience required to develop appropriate urgency. Leaders should understand the importance of having a sense off urgency. If they did, they would be able to differentiate between complacency, false urgency and true urgency. Many times change initiatives fail isn’t due to
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