it is clear to postulate that it shows that there are eight steps an organisation or team needs to go through to ensure that change is begins and develops. The eight-steps are as followed; 1. ‘Establish a sense of urgency’ 2. ‘Create the guiding coalition’ 3. ‘Develop a vision and strategy’ 4. ‘Communicate the change vision’ 5. ‘Empower employees for broad based actions’ 6. ‘Generate short term wins’ 7. ‘Consolidate gains and produce more change’ 8. ‘Anchor new approaches into the culture’
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CHANGE MANAGEMENT MODELS EXAMINATION “KOTTER EIGHT-STAGE CHANGE PROCESS” AND “ESTATES AND FACILITIES MANAGER ACTUAL CHANGE PROCESS” AS PART OF THE FACILITIES MANAGEMENT DEVELOPMENT AND TRAINING PROGRAMME 2007-2008 DATE: 14th January 2008 NAME: Michael Harbour TITLE: Change Management Models Examination “Kotter Eight-Stage Change Process” and “Estates and Facilities Manager Actual Change Process” TABLE OF CONTENTS PAGE NO. 3.0 SUMMARY 1 4.0 ACKNOWLEDGEMENTS 4 5
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each one of the change stories presented and provide a justification for my strategic recommendation. In the first story of change‚ the significant error made by the managers at Hewlett-Packard (HP) is failure to create a sufficiently powerful guiding coalition. The announcement of the merger with Compaq was done in September 2001 yet; in March 2002 the CEO Carly Fiorina and CFO Bob Wayman were struggling with having to convince Deutsche Bank that the merger is in the best interest of both organizations
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There are several reasons for choosing the CEO as the main communicator of change within a company. To begin with‚ the CEO possesses both the authority and credibility needed to institute change. Of all the top-level executives‚ the CEO should have the broadest vision for the company and its future. Also‚ when change is introduced by the CEO‚ both the corporate and operations mangers know to expect extensive executive
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MNGT 5590 Integrative Paper: Comparing and contrasting the concepts of IKM and Kotter 1. Stage one: Establishing a Sense of Urgency in our fast paced world‚ things and environments change rapidly. In order to meet the needs and demands of an ever changing marketplace‚ organizations also need to change and adapt very quickly. With success hinging on the ability of the institution to analyze‚ predict and adjust in order to meet the market demands and successfully cope with rapidity of change
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At the heart of this Administration’s Medium Term Policy Framework is change. The Government’s perspective and intent on the socio-economic transformation- whether it is poverty eradication‚ social justice‚ national and personal security‚ technology‚ communication‚ a diversified economy‚ governance‚ or customer service improvement–requires change that must be managed effectively and efficiently to satisfy the demands of its stakeholders . Global trends such as rising customer expectations‚ budgetary
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view of taking ¡§no baby steps¡¨ (p8) at the outset‚ which created an illusion that the agency-wide vision can be easily developed. Examining Kotter¡¦s eight-step plan for implementing change‚ Beers first failed to create a powerful enough guiding coalition. Although Beers catalyzed the initial urgency and rallied people who accept change (Robbins p649)‚ only ten senior executives attended the 1992 Vienna
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customer service and currently had no guiding vision. Ogilvy & Mather’s employees were amazed how customers reacted when Charlotte engaged them in conversation during her first weeks on the job. Ogilvy & Mather needed to build trust with their customers‚ in order to retain their business‚ and also reacquire high paying clients like Amex. There was also no guiding vision towards the future of the company when Charlotte was hired. Charlotte had to create a guiding coalition create a vision for Ogilvy & Mather
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effective vision; imaginable‚ desirable‚ feasible‚ focused‚ flexible and communicable. To create a vision to encapsulate all these characteristic is not an overnight task and will require a few iteration process. The leader will have to enlist the guiding coalition to use both the head and heart for this process (ibid). Sense making from quality and quantity analysis is required to make the vision a strategic one - ‘provides logic and a first level of detail to show how a vision can be accomplished’ (ibid)
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relationship-oriented nature of developing business. Three months later‚ however no discernible changes occurred in call patterns. Westerly felt that her efforts had amounted to failure and feeble attempt at change had cost her heavily in terms of credibility within the organization and with Regional sales directors (RSD) and filed consultants (FC) in particular. Then she revisited‚ analyzed and developed a robust proposal and presented it to key senior managers and is given three weeks to come up with
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