Managing Change ll

Kotter (1996) explains the importance of managing appropriately organizational change. The author explains how the process of change can be a long one. An organization needs to go through several steps in order to achieve the desired changes.
In order to effectively deal with change leaders should try to commit their employees into it instead of asking them to comply.

There are several ways to achieve this goal. Some of them are by offering education and commitment, participation and Involvement of employees in the changing process, and by providing facilitation and support (Osland, Kolb, Rubin, & Turner, 2007).

The second step will be to form a powerful guiding coalition were slowly more individuals are reunited in the belief that change is necessary (Kotter, 1996).

The third step will be to create an organizational vision. This vision should delineate the direction that the corporation must follow. The vision should be perceived as engaging by followers and easy to communicate.

To share this vision trough communication will be the fourth step (Kotter, 1996). Communication is a key factor to achieve success (Amason & Watkins, 1997). Throughout this process is important that the leader guides and motivates followers by example.

The fifth step would be to empower others to act on the vision (Kotter, 1996). A leader creates an organizational vision and later on shares it with other level leaders and managers. Then they will create specific goals on the road to achieving the leader’s vision (Osland, Kolb, Rubin, & Turner, 2007). It is important that the leader understand how power and influence can reinforce his/her abilities in transmitting the organizational vision (Michelson, n.d.).

Kotter (1996) sixth step would be to plan for and create short-term wins. This step refers to divide the task at hand into smaller ones easier to achieve in order to avoid employees’ disappointment and decrease their driving force. To achieve change requires time and individuals need to feel a level of accomplishment in order to keep their motivation.

The seventh step has to do with keeping the organization's momentum. Leaders need to consolidate their improvements and keep the momentum for change moving. An untimely declaration of victory could damage the change process and revert to previous ways affecting the organizational momentum and being detrimental to achieving and maintaining the organizational vision.

The eight and last step of change has to do to with maintaining what has been accomplished. This is achieved by institutionalizing the new approaches that has led to meet the organizational goals. Changes need to be ingrained into the organizational culture. The leader must demonstrate how the new approaches have helped in achieving his/her vision and should ensure that future administrators share the same ideas (Kotter, 1996)

An effective leader is someone capable to create a vision and inspire individuals in following it. A leader is an innovator and a creator that guides by example and motivates people to follow him/her, to be loyal, and to work for organizational change (Osland, Kolb, Rubin, & Turner, 2007). Managing change implies changing behaviors. Many individuals are afraid of change. A leader must know how to implement change n order to guide an organization to achieve his/her vision.

References

Amason, P. and Watkins, M. (1997). Intraorganizational communication, perceived organizational support, and gender. Sex Roles, 37(11/12), 955-977.

Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.

Osland, J., Kolb, D., Rubin, I., & Turner, M. (2007). Organizational behavior: An experimental approach. Upper Saddle River, New Jersey: Pearson/Prentice Hall