A Comparative Analysis of Business Models Utilized in the Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management
A Comparative Analysis of Business Models utilized in
The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
A Comparative Analysis of Business Models utilized in The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
Introduction
What is change? Change is ironically one of the very few consistencies in life. Yet we regard change as an aberration or a brief disruption, in a paradoxically ever so changing world. It is not a mystery then that the sum of all stress can be attributed to change, e.g., changes at work, changes in finances, changes in the family structure, etc. In light of this, John Kotter and David Cohen (2002) have published a book The Heart of Change which illustrates a step by step a process to implement effective change in the work place that minimizes those disruptions or aberrations. In the following analysis this writer will compare the eight steps for successful large scale change in an organization outlined in the book, The Heart of Change, with those discussed in the scientifically validated text Organizational Behavior and Management, by Ivancevich, Konopaske, and Matteson, (2011). As The Heart of Change presents their method of organizational change in eight stages, the comparative text discusses the undertaking of change through the perspective of slightly different methods starting on page 528. Both books are typically synonymous regarding the concepts of change in an organization; this analysis will dissect these differences and similarities, and prove both are valid resources.
Discussion
To begin, Katter and Cohen describe change as beginning with an appeal to our emotions. The forces that drive needed change in an organization are not those that are seen on a spreadsheet. The force behind the needed change is the unanimous feeling among company staff, invoked by those emotional
The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
A Comparative Analysis of Business Models utilized in The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
Introduction
What is change? Change is ironically one of the very few consistencies in life. Yet we regard change as an aberration or a brief disruption, in a paradoxically ever so changing world. It is not a mystery then that the sum of all stress can be attributed to change, e.g., changes at work, changes in finances, changes in the family structure, etc. In light of this, John Kotter and David Cohen (2002) have published a book The Heart of Change which illustrates a step by step a process to implement effective change in the work place that minimizes those disruptions or aberrations. In the following analysis this writer will compare the eight steps for successful large scale change in an organization outlined in the book, The Heart of Change, with those discussed in the scientifically validated text Organizational Behavior and Management, by Ivancevich, Konopaske, and Matteson, (2011). As The Heart of Change presents their method of organizational change in eight stages, the comparative text discusses the undertaking of change through the perspective of slightly different methods starting on page 528. Both books are typically synonymous regarding the concepts of change in an organization; this analysis will dissect these differences and similarities, and prove both are valid resources.
Discussion
To begin, Katter and Cohen describe change as beginning with an appeal to our emotions. The forces that drive needed change in an organization are not those that are seen on a spreadsheet. The force behind the needed change is the unanimous feeling among company staff, invoked by those emotional