Scientific Research An Academic Publisher. Kotter, J. ABSTRACT: In order to survive and develop effectively in an increasingly dynamic and uncertain environment, an organization should have the capacity for continuous and adaptive changes. Change can only occur through the collaboration of participants of this process. Collaboration should be adaptive. Adaptability of collaboration is expressed by its adjustment to dynamic organizational changes.
|Published (Last):||1 July 2013|
|PDF File Size:||13.81 Mb|
|ePub File Size:||14.99 Mb|
|Price:||Free* [*Free Regsitration Required]|
Kotter and Leonard A. More 12manage app Question? Reviews Zoom. Choosing Strategies for Change by John P. Coping with fierce business rivals and vast technological innovations, corporations and managers make changes to improve services and increase profits. However many organizational changes may not work if managers do not implement them with careful consideration.
A desire not to lose something of value - Parochial Self-Interest, Politics 2. A misunderstanding of the change and its implications — Misunderstanding, Distrust 3. A belief that the change does not make sense for the organization — Different Assessments 4. A low tolerance for change A manager can improve his chance of success in an organizational change effort by: 1. Conducting an organizational analysis that identifies the current situation, problems, and the forces that are possible causes of those problems.
Conducting an analysis of factors relevant to producing the needed changes. Selecting a change strategy, based on the previous analysis, that specifies: - the speed of change - the amount of preplanning - the degree of involvement of staff - that selects specific tactics for use with staff - that is internally consistent. Monitoring the implementation process.
My school Principal told me I had to move my grade 5 class to a new classroom immediately in an outside trailer in December. He did not give me anytime to ask questions or any reasons. I later found out from the high school teacher that he wanted the high school students in the school because many of them were skipping class and he wanted to keep an eye on them. No one helped me move my students desks and supplies out to the trailer.
I had asked the other teachers for help and they just ignored me. This was an example of being coerced into a change without any preparation or proper support. Many of my students were angry with me and I tried very hard to validate their feelings without criticizing the principal.
It was a difficult process and I promised myself that if I was ever in a management position I would never do this to anyone. I should have been given more time to make the move and help of the staff.
References Kotter, J. And Schlesinger, L.
Choosing Strategies for Change by John P. Kotter and Leonard A. Schlesinger
Choosing Strategies for Change
Readings in Strategic Management pp Cite as. Few organizational change efforts tend to be complete failures, but few tend to be entirely successful either. Most efforts encounter problems; they often take longer than expected and desired, they sometimes kill morale, and they often cost a great deal in terms of managerial time or emotional upheaval. More than a few organizations have not even tried to initiate needed changes because the managers involved were afraid that they were simply incapable of successfully implementing them. Unable to display preview. Download preview PDF. Skip to main content.
Schlesinger and John P. When people are threatened with change in organizations, similar maxims about certain people and departments are trotted out to prevent an alteration in the status quo. Fear of change is understandable, but because the environment changes rapidly, and it has been doing so increasingly, organizations cannot afford not to change. One major task of a manager, then, is to implement change, and that entails overcoming resistance to it.
Kotter and Schlesinger provide a practical, tested way to think about managing that change. The rapid rate of change in the world of management continues to escalate. New government regulations, new products, growth, increased competition, technological developments, and an evolving workforce compel organizations to undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and the costly dedication of managerial time. Kotter and Schlesinger help calm the chaos by identifying four basic reasons why people resist change and offering various methods for overcoming resistance. Managers, the authors say, should recognize the most common reasons for resistance: a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general.