Kotter Theme
Introduction
The concepts outlined in the organizational behavior and management resonates with the eight principles of change management addressed by Kotter. Much of what is inherent in Kotter’s stage process of change management is in equal measure reiterated by Ivancevich and his coauthors in their book Organizational Behavior and Management. Kotter postulates a model for leading and implementing change with each stage reflecting a key principle that relates to the responses of people as well as the approach of change in which people visualize change, own change and then effect change. Similarly, the organizational behavior reflects the interplay with Kotter’s eight principles to accomplish the achievement of goals that are significant in the good balance in the organizational research as well as practice (Ivancevich, Konopaske and Matteson, 2008). With regard to this, changing business policies while at the same time stimulating business growth and the productivity index of the workers is the centralized themes of organizational behavior and management and captures the critical spirit of what kotter advocates for. Kotter articulates what is in the organizational behavior and management because he builds on the widespread experience of working with organizations. This paper seeks to explore how the concepts of organizational behavior and management are consistent with Kotter’s principles.
Constructing a Sense of Urgency
Within the principle of implementing change in the organization, workers and all key players in the organization are obliged to develop a sense of urgency in their organizations. In light of this, Kotter asserts that the level of complacency among members of staff as well as the entire managerial team must evidently be low in a bid to address the sense of urgency (Kotter, 1996). However, towards inducing a stronger sense of urgency, Kotter maintains that major changes must occurs within the context of speed so that the organization
The concepts outlined in the organizational behavior and management resonates with the eight principles of change management addressed by Kotter. Much of what is inherent in Kotter’s stage process of change management is in equal measure reiterated by Ivancevich and his coauthors in their book Organizational Behavior and Management. Kotter postulates a model for leading and implementing change with each stage reflecting a key principle that relates to the responses of people as well as the approach of change in which people visualize change, own change and then effect change. Similarly, the organizational behavior reflects the interplay with Kotter’s eight principles to accomplish the achievement of goals that are significant in the good balance in the organizational research as well as practice (Ivancevich, Konopaske and Matteson, 2008). With regard to this, changing business policies while at the same time stimulating business growth and the productivity index of the workers is the centralized themes of organizational behavior and management and captures the critical spirit of what kotter advocates for. Kotter articulates what is in the organizational behavior and management because he builds on the widespread experience of working with organizations. This paper seeks to explore how the concepts of organizational behavior and management are consistent with Kotter’s principles.
Constructing a Sense of Urgency
Within the principle of implementing change in the organization, workers and all key players in the organization are obliged to develop a sense of urgency in their organizations. In light of this, Kotter asserts that the level of complacency among members of staff as well as the entire managerial team must evidently be low in a bid to address the sense of urgency (Kotter, 1996). However, towards inducing a stronger sense of urgency, Kotter maintains that major changes must occurs within the context of speed so that the organization
References: Ivancevich, J, Konopaske, R and Matteson, M (2008). Organizational Behavior and Management. McGraw-Hill Ninth Edition Kotter, J (1996). Leading Change. Harvard: Harvard Business Press http://www.mindtools.com/pages/article/newPPM_82.htm http://www.businessballs.com/changemanagement.htm