Organizational change can be intimidating for business leaders. The internet hosts several sites for small consulting firms that specialize in helping corporate leaders initiative positive change in their organizational culture. One such firm, Change Management Solutions, Inc., (CMS) uses a five-step change model, which encompasses contemporary collective and collaborative theories and models of change and change leadership. The firm considers culture, organizational leadership, and change planning as essential tools to prevent “becoming one of the 75% of businesses who fail at change.” (Puelo, n.d.)
Similar to the design of the chapters in Hickman’s book, the CMS website promotes “Effective (change) plans answer the critical who, what, when, where and why questions that enable change leaders to succinctly express the reasons and outcomes of a change initiative to employees.” (Hickman, 2010, and Puelo, n.d.) CMS mindfully considers the culture of the organization, and how best to incorporate change into it, as evidenced by “Once we have these answers, then a detailed, strategic, multidimensional implementation plan is developed and shared with key stakeholders.” (Puelo, n.d.) Without stakeholder agreement, a corporation is likely to be one of the 80% that fail to make change (class discussion) Effective change, according to CMS, is change without burnout, that is, change that supports the organizational leaders, colleagues, and subordinates. CMS purports that sustainable changes are “Changes that become a part of an organization's culture;” supports contemporary change theory that effective organizational change is “change focused on actions to achieve a competitively superior fit based on the organization’s mission...
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...in mission, vision or organizational structure that ultimately leads to failure of the change initiative.
The firm considers culture, organizational leadership, and change planning as essential tools for sustainable change. CMS invoking a five-step change model, consistent with contemporary collective and collaborative theories and models of change and change leadership, to help its clients effect organizational change.
Works Cited
Bazerman, M. & Moore, D. (2009). Judgment in managerial decision making. Danvers, MA: John Wiley & Sons Inc.
Hickman, G. (2010). Leading change in multiple contexts; concepts and practices in organizational, community, political, social, and global change settings. Thousand Oaks, CA: Sage Publications, Inc.
Puelo, G. (n.d.) Retrieved July 6, 2011, from Change Management Solutions, Inc.: http://changewithoutburnout.com
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.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, N.Y, USA: McGraw-Hill/Irwin.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
... 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 an inevitable function of any organization and is something that employees and leaders alike are bound to face during their careers. According to Ivancevich et al (2011), how leaders are able to handle the task of change can determine the success or failure of an organization. As organizational leadership students, it is important for us to begin to develop and sharpen the necessary skills to innovate and adapt to change effectively. Leaders should be familiar with a variety of elements within the organization including an assessment of employee and leadership strengths, relationships, skill level and capability, level of support, and the types of resources readily available. Assessing these elements prior and during change, as well as evaluating the process after the fact, helps prepare organizations and leaders for future success. The Harvard School of Business’ interactive change management simulation, Change Management Simulation: Power and Influence V2 (2013), was a valuable assignment to help teach us about change from the standpoint of a mid-level management position at Spectrum, a sunglasses company, looking to adopt a new sustainability initiative.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
A solid theoretical foundation is required to lead and manage change. For efficient and effective change to take place it must be intentional. Leadership set the tone and the direction of an organization allowing it or hindering it to change and adapt. Leader can use tactics and skills to create an organic change environment with the right change models and interventions when the organization is most ready for change.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Carter, L., Ulrich, D., & Goldsmith, M. (2005). Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership. San Francisco, CA: John Wiley and Sons.