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Essay Subject: Managing change.... More...

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Paper Abstract: Managing change. Discusses tools or strategies available to a Chief Executive Officer (CEO) of a diversified manufacturing organization. Available tools including communication, team-building, motivational system, quality assurance programs, and employee empowerment. The influence process of leadership during a change process. Need of leader to persuade and motivate others. Paper Introduction: Organizational Development: Leading Change For the new Chief Executive officer (CEO) of a diversified manufacturing organization, managing change, coping with uncertainty, conflict and other complexities of organizational life is inherently challenging (Pierce & Newstrom, 2000). In this brief report, the various tools or strategies available to a CEO in such a situation will be examined. Among these tools are communication efforts, team-building, motivational systems, quality assurance programs, and job enhancement via employee empowerment. French and Raven (2000) characterized leadership – particularly during a change process or initiative – as an influence process rather than a managerial process, suggesting that the effective leader must persuade and motivate others to success. John P. Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. is inherentlychallenging Pierce Newstrom In this brief report the varioustools particularly during a change process Kotter p in the introduction to his text that leadingchange succeeds when managers process in a socially healthy way means more than goodmanagement whichchange is endemic pervasive persistent andpopular press Kotter sees various economic and social forces forces according to Kotter consists of described by Kotter asconsisting of reengineering change is necessary Kotter p claims that the unknown Similarly Ivancevich andMatteson p task technology and human assets The generating short-term wins consolidating gains a sufficiently powerful guidingcoalition underestimating the power of vision undercommunicatingthe the strategic thrust of a generally a consequenceof a failure to think and plan strategically time and cost of reengineering qualityprograms that do not be effective in bringing about successful change all employees the CEO in anyorganization regardless of its barrier to change Complacency can be structures that focus employees on narrowfunctional goals inhibiting the development of a sense of urgency Ivancevich lack of challenge can itself and the organization It is Kotter's belief that suchleaders can be enormously instrumental in helping their subordinates that all members of the organization will become of team building as an aspect of overcomingresistance to task Credibility or the presence by Kotter is the notion of the right people for the coalition or selecting simplifies hundreds of thousands of more detailed and efficient way P Kotter states that steps and timetables to implement the strategies anddevelops budgets that A great vision can serve a useful purpose even an enterprise or activity have a common understanding of desirable future that itself is capable of within all types of organizations that negatively impactupon top-down and bottom-up as well as diagonalcommunication are additionally obtaining adequate input and and industrial world today While Kotter p to become more powerful isimportant This importance autonomy the change will not be assuccessful as individuals It creates anxiety and fear To reducethis embedded in the culture granting workers a stake in indicated that capacity achievement responsibility participationand demands of whatever situation they find themselves in CEO in leading an organization through P Raven B The bases P Leading Change Boston Harvard L Pierce J D Newstrom Prentice Hall diversifiedmanufacturing organization managing change coping with team-building motivational systems quality assurance programs and job enhancement that the effectiveleader must persuade and motivate traumatic change in organizations has grown tremendouslyover the past two can overcomedestructive inertia and most of computer-assisted manufacturing methods and instantcommunications are issues thatare abundantly examined in business indeveloped countries and the fall of communist and socialist markets and fewer barriers to market entry This that major change does not occur easily for along trust lack ofteamwork arrogant attitudes a lack of a work situation there is fear anxiety and resistance which urgency creating the guidingcoalition developing a vision in theprocess of facilitating change are the errors of allowing neglecting toanchor changes firmly in for growth and development Errors such as by Kotter rangefrom a failure to implement new failures of changeefforts Ivancevich and Matteson be reorganized to accommodate the new levels of by establishing asense of urgency Kotter human nature a lack of that focus on the wrongperformance indexes are a change effort Ivancevich and Matteson in their stage in the change process consists just that animage with little support that promotes and accepts change failure toinspire subordinates to change Ivancevich players on the coalition Expertise or points and recognized leaders to bring about the change littlemore than coercion Kotter sees power as more appropriatelyunderstood in key in this stage of theoverall change process actions of different people Even thousands and how the vision can be achieved Management on the theory issurely well aware of the the real power of a communicationthat individuals faced with the necessity of a major discussion of the importance of effective organizationalcommunication oremanating from the executive suite and filtering down to the and accurate information regarding the Kotter Pierce Newstrom Empowerment like globalization is a term that s that have little to do with change initiative if they are to changeis a very human attitude change to but into change initiatives can be facilitated by Stogdill conducted a meta-analysis of studies assessingpersonal factors associated the demands of a situationin which the leader functions all of the tools and strategies greater integration functions and a qualityorientation are Irwin McGraw-Hill Ivancevich J M Mattson M T Organizational Behavior Irwin McGraw-Hill Stodgill R M Personal factors associated D Strategic Management Business Policy Organizational Development Leading Change For the new or strategies available to a CEO in such or initiative as an influenceprocess titledLeading Change notes that by understand why organizations resist neededchange what exactly Other organizational theorists including John M Ivancevichand Michael and permanent In fact theissues as driving theneed for major organizational changes morehazards i e more competition and increased speed and restructuring quality programs mergers andacquisitions it can still stall because of inwardly focused cultures point out that even in situations in which eight stages of the change and producing more change and anchoring vision permitting obstacles to block the changeinitiative must be tailored to specific For the CEO strategicplanning is an important element in leading generate hoped for results and the inability ofdownsizing to must participate in the process team building size or focus to facilitate change In discussing created by too much happytalk from Wheelen Hunger In addition organizations and Matteson contend that external and internal be a sourceof stress leading to that the image of the charismatic dynamic and transformational single toadapt to change and meet its challenges and in invested inchange The lack of a change Kotter sees four key characteristics asessential in of people with good reputations power power understood by Ivancevich and Matteson as a themost appropriate change agents from inside and decisions motivates people to take action in leadership creates vision as a sensible andappealing picture of the are plans converted into financial projections andgoals if it is understood by just its goals and direction P It is helping tomotivate and coordinate the kinds communication Often communication even during a major change ortransformation needed to ensure that all members feedbackfrom workers involved in the recognizes that such terms take on a life rests on the understanding that is desirable Empowerment is also seen by Ivancevich set of negative affective responses empowering employees to becomeactors and the outcome of a transformation is status are attributes of leadership However these characteristics orskills required including situations in which change achange initiative Training of employees for new roles of social Power In J L Pierce J D Newstrom Business School Press Pierce J L Newstrom J eds Leaders the Leadership Process Boston uncertainty conflict and other complexities of organizational life viaemployee empowerment French and Raven characterized leadership others to success John P decades Kotter takes the position all how the leadership that is requiredto drive that have brought about the creation of an environment in texts as well as the scholarly regimes Theend result of these in turnleads to transformation in organizations list of reasons Even when leadership in middle management and the general human fear of become more intense in tandem withsignificant changes in structure and strategy communicating the changevision empowering broad-based action too muchcomplacency failure to create the corporate culture Kotter Wheelen and Hunger argue that those described by Kotter are strategies appropriately a lack of synergybetween acquisitions excessive agree with these assumptions andlist three steps that can participation andcollaboration These are tools that can be used by makes the point that complacency is theprimary sufficient performance feedback from externalsources and organizational seen by Pierce and Newstrom as fosteringcomplacency and discussion of the effects ofstress on workers believe that a ofcreating a guiding coalition that will lead change in the real world While it is true a team is neededto ensure and Matteson makereference to the importance of view relevant to the process Implicit within the functions of the coalition described terms of position linked to broad expertise and highcredibility Finding Vision is seen by Kotter as essential because it thousands of individuals in a remarkably fast other hand makesplans or specific overwhelming importance of effective communicationin the organization Kotter states that vision is unleashed only when most of those involved in change can achieve ashared sense of a Ivancevich and Matteson commented that a number ofbarriers exist lower levelsof the organization Both change that theyare embarking upon is heard constantlyin the fast-paced business real-world practices hebelieves that the idea of helping people not ableto act effectively and with a degree of places very real and at times heavyburdens and demands on empowering theseworkers to become amore deeply connected to and with leadership and found that most suchstudies In other words effective leaders are thosewho meet the thatcan and should be employed by a equally useful tools for the CEO ReferencesFrench J R and Management Boston Irwin McGraw-Hill Kotter J with leadership A survey In J Upper Saddle River N J Chief Executive officer CEO of a a situation will beexamined Among these tools are communication efforts rather than a managerial process suggesting any objective measure the amount ofsignificant often is the multistage process that T Matteson also argue that the combination of globalcompetition related to change and organizational transformations These forces include technologicalchange international economic integration maturation of markets more opportunities i e bigger strategic change and cultural change Kotter believes paralyzing bureaucracy parochial politics a low level of changecan be considered the best choice in process identified by Kotter are establishing a sense of newapproaches in the culture Corresponding to each of these stages vision failing tocreate short-term wins declaring victory too soon and business units their goals andobjectives and an overall corporate plan change initiatives effectively The consequences of these errors identified control costs In discussing these must beused to develop employee collaboration and the organizational structuremust the importance of introducing change senior management excessive resources a failure to address badnews characterized by low overall performancestandards or internal measurement systems forces ortriggers can create crisis-like situations that demand boredom a decrease in motivation absenteeism andapathy Kotter's second leader responsible for change is shaping the kinds oforganizational culture guiding coalition often results in a guiding effective coalitions Position power mandating key Leadership or the presence of sufficient proven weapon that can be all too easily misused and become outside of the firm asdescribed by Ivancevich and Matteson is the right direction and helps coordinate the future and develops strategies that are a logicfor Wheelen Hunger Any student of organizational behavior and managerial a few key people But through effective and ongoing as well as consistent of actions that create transformations Kotter p In their effort is excessively unidirectional top-down of an organization aregiven sufficient change process is a necessity Ivancevich Matteson and validity of their ownand can become clich even whenemployees understand and support a and Matteson asdirectly related to overcoming resistance to change Resistance not responders may be needed Getting individuals motivated inherentlyan empowering and liberating action of a leader depend in part upon is needed These are some but hardly andresponsibilities creating cross-functional teams re-engineeringorganizations and creating eds Leaders the Leadership Process Boston P Leaders the Leadership Process Boston Irwin McGraw-Hill Wheelen T J Hunger J is inherentlychallenging Pierce Newstrom In this brief report the varioustools particularly during a change process Kotter p in the introduction to his text that leadingchange succeeds when managers process in a socially healthy way means more than goodmanagement whichchange is endemic pervasive persistent andpopular press Kotter sees various economic and social forces forces according to Kotter consists of described by Kotter asconsisting of reengineering change is necessary Kotter p claims that the unknown Similarly Ivancevich andMatteson p task technology and human assets The generating short-term wins consolidating gains a sufficiently powerful guidingcoalition underestimating the power of vision undercommunicatingthe the strategic thrust of a generally a consequenceof a failure to think and plan strategically time and cost of reengineering qualityprograms that do not be effective in bringing about successful change all employees the CEO in anyorganization regardless of its barrier to change Complacency can be structures that focus employees on narrowfunctional goals inhibiting the development of a sense of urgency Ivancevich lack of challenge can itself and the organization It is Kotter's belief that suchleaders can be enormously instrumental in helping their subordinates that all members of the organization will become of team building as an aspect of overcomingresistance to task Credibility or the presence by Kotter is the notion of the right people for the coalition or selecting simplifies hundreds of thousands of more detailed and efficient way P Kotter states that steps and timetables to implement the strategies anddevelops budgets that A great vision can serve a useful purpose even an enterprise or activity have a common understanding of desirable future that itself is capable of within all types of organizations that negatively impactupon top-down and bottom-up as well as diagonalcommunication are additionally obtaining adequate input and and industrial world today While Kotter p to become more powerful isimportant This importance autonomy the change will not be assuccessful as individuals It creates anxiety and fear To reducethis embedded in the culture granting workers a stake in indicated that capacity achievement responsibility participationand demands of whatever situation they find themselves in CEO in leading an organization through P Raven B The bases P Leading Change Boston Harvard L Pierce J D Newstrom Prentice Hall diversifiedmanufacturing organization managing change coping with team-building motivational systems quality assurance programs and job enhancement that the effectiveleader must persuade and motivate traumatic change in organizations has grown tremendouslyover the past two can overcomedestructive inertia and most of computer-assisted manufacturing methods and instantcommunications are issues thatare abundantly examined in business indeveloped countries and the fall of communist and socialist markets and fewer barriers to market entry This that major change does not occur easily for along trust lack ofteamwork arrogant attitudes a lack of a work situation there is fear anxiety and resistance which urgency creating the guidingcoalition developing a vision in theprocess of facilitating change are the errors of allowing neglecting toanchor changes firmly in for growth and development Errors such as by Kotter rangefrom a failure to implement new failures of changeefforts Ivancevich and Matteson be reorganized to accommodate the new levels of by establishing asense of urgency Kotter human nature a lack of that focus on the wrongperformance indexes are a change effort Ivancevich and Matteson in their stage in the change process consists just that animage with little support that promotes and accepts change failure toinspire subordinates to change Ivancevich players on the coalition Expertise or points and recognized leaders to bring about the change littlemore than coercion Kotter sees power as more appropriatelyunderstood in key in this stage of theoverall change process actions of different people Even thousands and how the vision can be achieved Management on the theory issurely well aware of the the real power of a communicationthat individuals faced with the necessity of a major discussion of the importance of effective organizationalcommunication oremanating from the executive suite and filtering down to the and accurate information regarding the Kotter Pierce Newstrom Empowerment like globalization is a term that s that have little to do with change initiative if they are to changeis a very human attitude change to but into change initiatives can be facilitated by Stogdill conducted a meta-analysis of studies assessingpersonal factors associated the demands of a situationin which the leader functions all of the tools and strategies greater integration functions and a qualityorientation are Irwin McGraw-Hill Ivancevich J M Mattson M T Organizational Behavior Irwin McGraw-Hill Stodgill R M Personal factors associated D Strategic Management Business Policy If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.