C678 Stage 4

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.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

Strong leadership is needed during times of change. For the proposed change to be successful, a clear vision of the proposed change needs to be

The five Stages of Change are identified as: precontemplation, contemplation, preparation, action and maintenance. A client in the precontemplation stage doesn 't believe that her or his current behavior is a significant problem and doesn 't intend to change the behavior anytime in the near future. In the contemplation stage, a client begins to see that the behavior is a problem and considers making a change but is ambivalent about doing so because she or he also sees reason to keep things as they are. A client in the preparation stage has decided to make a behavioral change and has a specific plan for doing so in the near future. In the action stage, a client carries out a behavioral change plan and begins making the desired change. Finally, in the maintenance stage, a client has made the behavioral change and works to avoid relapsing into the original behavior. Throughout all stages, motivational

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

In today’s business world, one of the most important contributing factors to the overall success of an organization is the effectiveness of their leadership. Effective leaders carry with them a strong skill set along with a broad knowledge base gained from experience that allows them to effectively and efficiently manage change initiatives. An organization that possessing an effective leadership team is more likely to experience success, especially it comes to creating effective change. The leaders’ role is crucial during a change

Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.

Muller starts of the book with his “Four Steps to Success”. The four steps gives a CIO or an Executive a simple easy to execute guide to business transformation. The steps to the “Four Steps to Success” are, define, build, lead, and change. Define is the first and arguably the most important step in the four step model. Define is where you create a vision that will drive the transformation process from the beginning to the end. This step is critical because “you won’t be able to succeed unless a critical mass of people can visualize the end result that you are driving to achieve”(Muller) . The next step is Build. Build is when you start to fine tune your vision and turn it into reality. As an executive you have to build a team that reflects your passion, ambition, and commitment to change. You are also expected to deliver your results on time and on budget. This stage requires the most change in

Continuous improvement in a management context signifies a boundless exertion to expose and eradicate root causes of tribulations. Typically, it engrosses various incremental or diminutive step developments rather than one overpowering improvement. From a Japanese perception continuous improvement is the root for their business culture (Cane 1996). Continuous improvement is a viewpoint, pervading the Japanese culture, which search for developing every aspects correlated to the change procedure on a current basis. It engages everybody, management and labor, in finding and eradicating waste in machinery, labor, and materials and making process.

Continuous improvement, with respect to organizational quality and performance, focuses on improving customer satisfaction through continuous and incremental improvement processes, removing or minimizing unnecessary activities and delays in product delivery and also minimizing defects in the products being delivered. Several organizations have gained a competitive edge by implementing Kaizen, commonly known as continuous improvement (CI).

The main role of the change leaders is to bring positive change in an organisation. Strong interpersonal skills, interpersonal skills and consultation skills are very important skills that are needed by the change leaders. The role of the change leaders can be described as a continuum, which means client centred to consultant centred. An ideal change leader must listen to others, conceptualizes and analyses, confronts difficult problems and mobilizes support for changes.

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

Continuous improvement is essential for survival in the business world today. Developing strategies for innovating business processes and implementing innovative programs isn’t practical if your team is always putting out fires or playing catch-up.

The impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into

Although it is a well-known fact that change is necessary, many organisations do not know where to start or how to implement it. There are many theories and frameworks about how to “do” change. These include John Kotter 's