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Organizational culture change case study
Organizational culture change case study
Organizational culture change case study
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Table of Contents
1. Create Urgency 2
Creating Urgency in PolyFit Ltd 2
2. Form a Coalition 2
Impact on PolyFit Ltd. 2
3. Develop a Vision for Change: 3
What PolyFit Can Do 3
4. Communicate the Vision 3
Communicating the PolyFit’s Vision 3
5. Remove Obstacles 3
Limitations and Obstacles in PolyFit: 4
6. Create Short-Term Wins 4
How to achieve quick wins in PolyFit Ltd 4
7. Build on the Change 5
Building a change in PolyFit 5
8. Hold the Changes in Corporate Culture 5
Corporate Culture in PolyFit Ltd 5
References 5
Kotter's 8-Step Change Model
Whether it is a small change to one or two processes or a whole system needs to be altered in PolyFit Ltd, it is very common to be intimidated by the scale of the change. Since, the company needs to
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Is John Kotter’s eight-step change process, which was introduced in his book ‘Leading Change’ in 1995. The eight steps for leading change are illustrated below in accordance with the current situation of the company:
1. Create Urgency
For a change to happen in an organization, it is necessary for the whole company to realize the prominence. This will ignite the initial motivation in order to get things moving. The company leadership needs to be sitting together, discussing about the competitors and how the change can be implemented in the working environment. An honest and convincing dialogue with the stakeholders will keep the company updated with the marketplace happenings and about the rivalries (Bandura, 2007).
Creating Urgency in PolyFit
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To lead the change, the company needs to bring together a coalition of influential people for whom power comes from numerous sources, including job title, expertise, status and the political importance. Once formed, the coalition will work as a team to build the momentum and urgency around the need for change (Burns, 2006).
Impact on PolyFit Ltd.
• Identification of true leaders in the company
• Work on team building for the promotion of the new strategy
• Check on the weak areas like slow production planning or non diversified approach in the marketing plan
• Sureness of good mix of people, for instance, some who can take care of the political effects and some to look after the procurement issues
3. Develop a Vision for Change:
When a certain project starts, there is an array of vision and ideas that go through the consideration of the think-tank. A clear vision when implementing change can give a better chance to the employees to understand what the company is up to. In a result, the directives make a better sense, thus leading to a successful chase of the mission (Hernes & Weik, 2007).
What PolyFit Can Do
• Determine the values central to the retail
“[The war on drugs] has created a multibillion-dollar black market, enriched organized crime groups and promoted the corruption of government officials throughout the world,” noted Eric Schlosser in his essay, “A People’s Democratic Platform”, which presents a case for decriminalizing controlled substances. Government policies regarding drugs are more focused towards illegalization rather than revitalization. Schlosser identifies a few of the crippling side effects of the current drug policy put in place by the Richard Nixon administration in the 1970s to prohibit drug use and the violence and destruction that ensue from it (Schlosser 3). Ironically, not only is drug use as prevalent as ever, drug-related crime has also become a staple of our society. In fact, the policy of the criminalization of drugs has fostered a steady increase in crime over the past several decades. This research will aim to critically analyze the impact of government statutes regarding drugs on the society as a whole.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
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.
It is important that if you are ever running a business, you change before the change comes to you. Change can have either a positive or negative effect on a business and it is extremely important to strive to make it a positive
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,
There are many excellent takeaways that Army leaders at all levels of war can implement when making a change. Lessons learned by many companies were thoroughly discussed and clearly highlights the pitfalls and traps leaders fall victim to when making a transformation. Therefore, Leading Change is a must read for military professionals because there are two critical tools that all leaders need to put into their kit bag, the eight reasons why change initiative fail and the eight-stage process to lead the organization through successful
A brand promise is clear statement and vision of what the brand delivers to its customers. Consumers will find and use a brand product if there is an expectation of experiencing the values the brand promises to deliver (Punjaisri, Wilson, & Evanschitzky, 2008). However, failing to deliver on the brand promise will adversely affect consumer relationship in terms of trust and commitment (Punjaisri et al., 2008). Seeking to create the best brand experience, Fitbit’s brand promise and vision, is “[t]o empower and inspire you to live a healthier, more active life. We design products and experiences that fit seamlessly into your life so you can achieve your health and fitness goals, whatever they may be” (Fitbit,
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)
“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, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
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
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.
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
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).