Integrative Paper
Integrative Paper
1
Integrative Paper: Discussing Leading Change
Integrative Paper
2
Integrative Paper: Discussing Leading Change
The text for this course, Organizational Behavior and Management by John M. Ivanevich, Robert Konopaske and Michael T. Matteson, attempts to use the latest theories, research, and organizational applications while retaining the classic and long-standing work in organizational behavior as the basis for its discussion. It places a great deal of importance on management's understanding of organizational situations and its ability to react by properly interpreting and predicting behavior. 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 a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. This paper will discuss how the concepts presented in the text relate to the eight stages covered in Leading Change.
Establishing a Sense of Urgency No major organizational change can occur without first establishing a sense of urgency. This sense of urgency must be maintained throughout each of Kotter's stages. A single individual cannot alone create organizational change. Cooperation from others is essential and establishing a sense of urgency is needed to gain that cooperation. With urgency low, it's difficult to put together a group with enough power and credibility to guide the effort or to convince key
1
Integrative Paper: Discussing Leading Change
Integrative Paper
2
Integrative Paper: Discussing Leading Change
The text for this course, Organizational Behavior and Management by John M. Ivanevich, Robert Konopaske and Michael T. Matteson, attempts to use the latest theories, research, and organizational applications while retaining the classic and long-standing work in organizational behavior as the basis for its discussion. It places a great deal of importance on management's understanding of organizational situations and its ability to react by properly interpreting and predicting behavior. 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 a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. This paper will discuss how the concepts presented in the text relate to the eight stages covered in Leading Change.
Establishing a Sense of Urgency No major organizational change can occur without first establishing a sense of urgency. This sense of urgency must be maintained throughout each of Kotter's stages. A single individual cannot alone create organizational change. Cooperation from others is essential and establishing a sense of urgency is needed to gain that cooperation. With urgency low, it's difficult to put together a group with enough power and credibility to guide the effort or to convince key