Iggy’s Bread of the World has gone through a rough transformation. The owners, Igor and Ludmilla along with a small board, envision a small bread company where people good obtain quality bread. However, after become a huge success, they came to the option of either limiting their customer base or expanding, they choice the latter. With this new vision in place, they wanted to hire someone who would stay true to their mission statement and be able to grow their company as they did. The goal was for Iggy, Ludmilla, and Nikola to hand over the day to day operations of the company so it could grow and expand as they focused on making a quality product. In order to due this they hired Matthew McRae, an acquaintance of Ludmilla whom she met on the playground while playing with her kids. After he was hired the owners put McRae through a trial process to see if he would fit in with the company and eventual hired him as the Chief Operating Officer (COO). Mr. McRae’s job was to grow the business, and this is when problems started to arise. Some problems arose when McRae started to change the organization; however, some changes were also good. The next couple of paragraphs will look at Kotter’s 8 steps to transforming an organization. The first step outlined by Kotter is creating a sense of urgency within the organization. This is also the fourth commandment for executing change. Igor and Ludmilla knew they had to institute some form of change and choice to grow the organization. By doing this they hired a COO; however, during the process they never instituted a since of urgency to him or to their workers. Their vision was different from the typically business, they choice they bread locations because they would not interfer... ... middle of paper ... ... step; however, it includes more detail on how to implement the plan. What went well is that Igor was able to communicate well with his employees and grow the company up to a certain point. What also went well is that he did involve people in the administration work, such as his younger brother, Nikola. However, Igor failed at sharing his vision with the new administrative staff and COO. The tenth commandment is reinforce and institutionalize the change was never fully met on the administration side of the business. This step was not properly met, even as Igor, mainly because he overextended himself. The new COO did not prove his commitment to the transformation process, mainly because he resigned and asked to come back with a pay raise and more benefits. This commandment was never fully met due to all the problems that occurred within the administration.
I will explain why the lack of a 4th ABCT vision is the critical leadership problem the organization faced, which led to a series problems with the organizations culture and climate as a result. It is my firm belief that by implementing the Kotter Change Model to provide a clear and concise
Case study number two is a four-page article written by Marian L. Houser and Astrid Sheil, and it’s titled “How Do You Get Anything Done Around Here?” The article focuses on the concept of real organizational experiences, but primarily Kate Elliot’s experience and dissatisfaction with her job at Donaldson Family Foods, Inc. Kate’s a hard-working, educated woman who is initially impressed with the Donaldson Food, Inc., especially at the opportunity that she has to become the national brand manager. As time goes on, and her first project’s assigned, Kate notices countless negatives within the organization, including how the company remains a low-growth business, its employees’ lack of competitiveness and hurry, and the SMART group’s “Black Hole,” a term referring to the grinding halt that’s applied to all initiatives, ideas, and proposals. In this case, Kate’s cooking bag project faces the dueling black hole. Throughout my paper, I will relate and apply Kate’s experience to organizational culture and socialization, how the conflict is handled, both verbal and nonverbal communication, and possible suggestions for Kate.
... organization to do so. Leaders galvanize commitment to embrace change through three interrelated activities: more usefulying strategic intent, building an organization, and shaping organizational culture.”(Pearce, 2004)
Change is something that is necessary for the survival of a company, but can sometimes be difficult to implement. That is what is discussed in the book A Sense of Urgency by John Kotter. The central theme of this book is leadership, and how it is required to initiate change. In 1996, Kotter wrote a book called Leading Change, which is about the eight steps that he believes are necessary to start change. A Sense of Urgency is all about the first step to that eight step process, which is that creating a sense of urgency in your workplace has to be the first step in order for any change to occur.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
The first step is “establishing a sense of urgency.” Mr. Nardelli did bring in a sense of urgency, especially in how quickly some of the changes were taking place. In some ways, it could be considered that the changes were taking place faster than employees were ready.
Not all strategies “fit” within the companies activities, some are hit and misses such as when Stewart placed Charles Koppelman to the board, where “he became chairman of the board in 2005, where he negotiated a paid consulting arrangement for himself. He was viewed as enabling Stewart’s self-regard as much as tending to th...
John Kotter studied success and change. During this process, he learned that change has to go through several phases. According to Clawson (2012) “Kotter’s research outlined eight reasons that corporate change fails and eight corresponding ways of managing them. Kotter’s counsel was that change leaders should (1) establish a sense of urgency, (2) create a guiding, powerful coalition, (3)
Kotter’s 8-step model of transforming your organization is a linear top-down approach for managing change. The model is considered simple and intuitive by design (Venkatramani, V. et al, 2008), and is presented in a guide-like process. The model shares common features with other Change Models such as getting people attention, planning and implementing change, evaluation and institutionalization of change (Cepturenau, 2009). The case of the Glenrothes Colliery is considered to evaluate John Kotter’s model.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
...world has become extremely fast and full of change. If the leader can’t adapt to changing conditions, it is very possible for his firm to be kicked out of the game. How can the firm change, though? The most effective way is to go through new ideas. Here, it reminders me Welch’s famous saying: "Change before you have to."
...y understand of why the change is needed. For example he can provide the employees with the pros and cons of the current process and how the new implemented changes will improve the organization.
The P-O-L-C framework, has been a reoccurring topic in these case studies and has been used to describe management processes throughout the book. P-O-L-C stands for, planning, organizing, leading and controlling, which is an exceptional framework for companies to establish themselves and keep them afloat. The discussion in this case, Pret A Manger, involves the teamwork that Pret builds itself on. In 1986, Pret A Manger started planning their company with a vision and mission to provide healthy, inexpensive food while avoiding preservatives and chemicals, as well as establishing a well-oiled team structure. In the organizing section of the framework, Pret designed its company to be able to provide for their customers for a low price, but
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines