Managing Through Organization. London: Thomson Learning. John P. Kotter‚ J. L. H.‚ 1992. Corporate Culture and Performance. New York: The Free Press. Kotter‚ J. P.‚ 1999. What Leaders Really Do. Harvard: John P. Kotter. Kotter‚ J. P.‚ 2006. Our Iceberg Is Melting. London: Pan Macmillan Ltd. Kotter‚ J. P.‚ 2008. A sense of urgency. Boston: Harvard Business School Publishing. Kotter‚ J. P.‚ 2012. Leading Change. United States: John P. Kotter. McCalman‚ R. A. P. &. J.‚ 2010. Change Management‚ A guide
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com/2006_04_01_archive.html Johnson-Cramer‚ M.‚ Parise‚ S.‚ & Cross‚ R. (2007). Managing change through networks and values. California Management Review‚ 49(3)‚ 85-109. Retrieved from: The Business Source Complete database. Kotter‚ J. P. (1996). Leading change. Boston‚ MA: Harvard Business School Press. Kotter‚ J. P.‚ & Cohen‚ D. S. (2002). The heart of change. Boston‚ MA: Harvard Business School Press. Van Buren‚ M. E.‚ & Safferstone‚ T. (2009). The quick wins paradox. Harvard Business Review‚ 87(1)‚ 54-61.
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Television changes with the mood of the people watching it. There was a time in America where the American Dream and society was symbolized by Leave it to Beaver. In that show you had a mother‚ a father‚ and two sons living a very simple‚ and typical life of that time period. The show tried to teach lessons and every episode had lessons learned. But‚ fast forward another half century and Leave it to Beaver has been taken over by The Desperate Housewives and Breaking Bad. The TV shows cannot be any
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Leaders of large‚ global organizations today need to create and sustain strong organizational cultures if their organizations are going to compete and survive in the 21st century. Organizational ‘culture’ and ‘leadership’ are the two interrelated terms without which an organization cannot sustain for a long term. Although these two terms are very different from each other in their definition or meaning yet they are very much interconnected. An organization without a leader is just like a ship
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Managing organizational change is done by focusing on behavior (individual and group)‚ organizational structure‚ and processes. On the other hand‚ Leading Change by John P. Kotter underscores the differences between management and leadership. Strong and effective leadership is required for successful transformations of organizations. Kotter reasons that an unsuccessful transformation can be attributed to errors in the following stages: establishing a sense of urgency‚ creating the guiding coalition‚ developing
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The Heart of Change‚ written by John P. Kotter and Dan S. Cohen‚ reflects upon change and its influence on organizations. Kotter and Cohen claim that change is the only constant. By focusing on change management through the behaviors of people‚ the authors claim that an eight step process to alter organizational changes is possible and can lead to successful outcomes. The author demonstrates the success of change management through real life scenarios that influenced and motivated change in that
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the contrary; to change is one of the biggest challenges faced by companies‚ both large and small‚ ever. Companies‚ in respond to their internal and external challenges‚ are trying to make a transformation effort to be a better competitor. John P. Kotter‚ a Harvard Professor who has spent 30 years observing the process of change‚ came out with a journal and later a book titled Leading Change: Why Transformation Efforts Fail. His article is basically talking about what distinguish between the successful
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constant throughout every aspect of our lives. Even with its consistent nature and ever presence‚ it is our human nature to avoid and resist it. The Heart of Change‚ by John Kotter and David Cohen (2002)‚ shows the processes by which all the negative atmosphere around change can be made to be positive and change can be effective. Kotter and Cohen focus on redirecting attitudes about change and minimizing the disruptions and aberrations caused by change. The pair lay out an eight step method of effectively
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Three Rivers‚ Michigan as the extremely loud bugle reveille played over the speakers. I thought to myself‚ “It can’t be 6:30 A.M. already.” As my cabin mates and I sleepily made our way out of our bunks to the lodge‚1 for breakfast and fecto-glen. Carly from Canada leaned over to me and whispered “I’m never going to get used to waking up military style!” “Same here.” I replied still half asleep. After breakfast I made my way back up the hill they called the Black River to my cabin to get ready for
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The senior leadership within the organisation will have to develop the narrative to champion the cause – the need for change. This narrative will have to be appealing and convincing for the staffs to want it (Kotter and Cohen 2002). This is akin to that spark in an ignition engine that provides the inertia to the entire change process. When people are engaged and convinced‚ the effort to change will not be borne by that single man at the top but multiplied several-fold
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