"Kotter and lewin" Essays and Research Papers

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    Managing change in the nursing handover from traditional to bedside handover- a case study from Mauritius. [Internet]‚ BMC Nursing. Available from: <http://www.biomedcentral.com/content/pdf/1472-6955-4-1.pdf> [Accessed on 2nd April 2006]. Kotter‚ J. (1999) John P. Kotter on what leaders really do. Boston‚ Harvard Business

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    Journal of Management Studies 41:6 September 2004 0022-2380 Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management  The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable

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    felt the input and ideas of other would be beneficial to the group as a whole and to gain a positive outcome for the assignment‚ it was also useful as I did not have all the information myself the other group members could help with the other parts. Lewin (1939) suggests that is the most effective style of leadership this is a view I would also agree with myself as each team member gave a valuable insight into the task where as with an autocratic style of leadership the other group members points may

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    Planned Approach to Change

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    Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management  The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power

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    Leading Innovation & Change

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    Sons Johnson‚ G Kanter‚ R.M. (1983) The Change Masters: Innovation for Productivity in the American Corporation. New York: Simon and Schuster. Kotter‚ J.P. and Cohen‚ D. (2002)‚ The heart of change‚ Harvard Business School Kotter‚ J.P Lewin‚ K. (1951) Field Theory in Social Science: Selected Theoretical Papers‚ D. Cartwright‚ New York: Harper and Row. Lewin‚ K. (1952) Field Theory in Social Science. London: Tavistock. Luecke‚ R. (2003)‚ Managing Change and Transition‚ Boston‚ MA: Harvard Business

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    Review of course

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    Powell Chris Argyris Peter Senge Michael Porter The Five Forces Tanzania’s Textile Industry Gareth Morgan Paul Drucker Block and Week Number People Theories/concepts/models Block 1 Week1 - Introduction • Kurt Lewin • Mentioned within course text – activity 1.5 Block 1 Week 2 – Exploring different ways of thinking • Walter Powell • Markets‚ Hierarchies & Networks – activity 2.8 Block 1 Week 3 – Information in business organisations • Pink‚ 2005 • Delgado‚ 2006

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    John Kotter (1996): Leading Change‚ Cambridge‚ MA: Harvard Business School Press. Kanter‚ R. M. (1983): The Change Masters London‚ George Allen and Un-win. Kets de Vries‚ M.F.R Krantz‚ J. (2005). Dilemmas of Organisational Change: A System Psychodynamic Perspective. Online date accessed‚ 5 November 2008. Krantz‚ J Kuruppuarachchi‚ P.‚ Mandal‚ P.‚ Smith‚ R. (2002): IT project implementation strategies for effective changes: A critical review. Logistics Information Management (2)‚ 126-137 Lewin‚ K

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    L. (2002). Obstacles to effective organizational change: The underlying reasons. Jiang‚ J Kent‚ R. H. (2001). Installing change: an executive guide for implementing and maintaining organizational change. Unfreeze/Refreeze: A simple change model‚ Kotter‚ J Kwahk‚ K.-Y.‚ &amp; Lee‚ J.-N. (2008). The role of readiness for change in ERP implementation: Theoretical bases and empirical validation. [doi: 10.1016/j.im.2008.07.002]. Information &amp;amp; Management‚ 45(7)‚ 474-481. Liberatore‚ M. J.‚ Hatchuel

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    such as an oil crisis or terrorist attacks 3. List four reasons for resistance to change within an organisation. One of the major barriers to effective change management is the resistance to change from the workforce. According to Professor John Kotter‚ there are four main reasons why people tend to be resistant to change: * Self-Interest takes priority over corporate objectives *

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    MANAGEMENT OF CHANGE OBJECTIVES: At the end of this chapter‚ the student should be able to: • Describe the importance of change and appreciate its nature • Explain key factors in management of change • Discuss the source of resistance to change and the ways this resistance can be overcome • Play a leading role in initiating and managing change in your organization of work environment • Discuss Lewin’s 3-step model of change management. A Natural Phenomenon Change is a part of everyone’s lives.

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