Analysis of Managment Theories

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.

According to Hussain, Lei, Akram, Haider& Ali, 2016 “It is important for organizations to make changes and update old process in this competitive business environment”. Implementing change in a department of a company, hospital or doctor’s office can be difficult. Lewin’s Change Model is an effective way to help Managers and business owners update old processes and structures. (Hussain, Lei, Akram, Haider & Ali, 2016, P 1.) There are many reasons why change can be resisted. It is very important that the manager communicates with the staff effectively about the change and how it will affect everyone involved. Good ideas have been applied

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

This course has taught me a lot in terms of initiating and managing change, and Kotter’s eight-stage process is a very useful approach when it comes to making changes within an organization. This course has helped me strengthen my skills in overcoming barriers that tend to get and make it difficult to

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

It was noted that communication efforts must be verbal and active (Kotter, 1995). Kotter eight step change model has many drawbacks and benefits. The advantages are that it is the step by step, which is easy to follow model. Another is that it does not focus on the change itself, but rather the acceptance and the preparation of this change, which makes it an easy transition. In Kotter’s and Lewin’s models, both consider the difficulties that organizations encounter when trying to move people from their comfort zone for the change to happen. In both of the models they use a different set of calculations to know whether there is any need to change to take place in the

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change.

J. P. Kotter devised an eight step model for change management. Its genesis, (aside from the 100 companies examined and scrutinised for inspiration) is seemingly derived and developed from Kurt Lewin 's simplistic 3-step change model (unfreeze-change-freeze) (Lewis, A. 2012). Kotter 's model deals with 'unfreezing ' in the first four steps, with the fifth and sixth stages tackling the 'change processes ' and the final two stages 'refreezing ' or as Kotter states: “Making it stick” (Ford, & Ford, 2017). Kotter’s model it is postulated goes into greater detail than his predecessor by looking thoroughly into the process of how the business should go about the whole issue of 'change '. He suggests

To survive long term in competitive world, profit or non-profit organisations have required change according to the change business environment such as globalisation, technological changes and uncertain events. There are several models developed to manage and lead the change. These models are Lewin’s change model, Kotter’s 8-step model and action research. With the support of management I would like to follow kotter’s 8-step model to manage and lead to change in the organisation. By following the steps of these models

Dr. John Kotter suggests an eight-step process for creating change in an organization. The first step entails establishing a sense of urgency, because before members of an organization will be motivated to adopt the changes, they must first understand the need for the change in a way that emphasizes the urgency to take action to address the problem. The second step is to form a powerful coalition, which means getting key people in the

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

There should be a distinction between the change occurring for the group and the change for the organization. Though both may go through similar activities, a more vigorous change process should be used for the group. If the change breakdown can allow for small change amongst collaborating individuals, there will be overarching change can benefit, such as increased customer satisfaction. The change model presented relies on a sophisticated feedback loop system and acting on the feedback is what brings the cyclic movement. The 7 steps (see appendix 2) will provide accountability, priorities, drive, and milestone management. The approach would begin with enabling a competent leader to lead the organization. If considered

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.