This paper is an analysis that gives the concepts presented by John P. Kotter’s, “The Heat of Change”, book and the concepts presented by Ivancevich, Konopaske, and Matteson’s, Organizational Behavior and Management text book. Kotter wrote and gave comparative situations on dealing with human behavioral and how to better manage them when presented in an organizational situation. He gave real life stories of events that happened in organizational situation. Kotter showed how the employees and team members became motivated and how they overcame obstacles in his book. Organizational Behavior and Management textbook gave theories, research and organizational applications that influenced the organization. Organizational behavior can be used to help companies create positive and effective company cultures, resulting in a more productive and profitable organization as a whole. In order to do this management must focus on each level: the organization as whole, organization groups, and individuals. Organizational Behavior and Management concept and The Heart of Change gave indicators that where successful interpretation of one another perceptions. The two books where a complement to one another while establishing each other theories.
Increase urgency action is the first step presented in The Heart of Change book which presents eight steps for a successful large-scale transformation to create a sense of urgency that the change is necessary. Urgency helps motivate employees to overcome changing behavior that suggest fear, anger, or negativity which could result in conflict. Employees see increase urgency without also increasing fear and anger first employee would have to maintain a clear problem definition and using illustrations that shows why the change is of urgency. People visualizing the dramatic situation instead of giving them an analysis a situation are a method that was mentioned in the book. The author gives a new behavior illustration of, “People start telling each other, “Let’s go, we need to change things!” (Kotter, p. 6) The core issue is the behavior of people who are ignoring how the world is changing, who are frozen in terror by the problems they see, or who do little but bitterly complain. (Kotter, The Flow of Change) Build the Guiding Team
Building the guiding team action was the second step to successful change needs effective leadership to provide the vision and to manage the process. The guiding team requires individuals with the right attitude, skills, and power. These skills include: relevant knowledge of the competitive environment and internal operations, credibility, connections, leadership and managerial skills. Useful teams require real teamwork. Employees share some of the same sense of urgency, are guided by clear leadership, and coordinate their change. The author states building the guiding team new behavior as a group powerful enough to guide a big change is formed and they start to work together well. (Kotter, The Eight Steps for Successful Large-Scale Change) By creating a positive feelings and trust can make a person act as an effective team. In order for commitment to develop in an organization, the company must positively reinforce behavior toward commitment. As a manager the manager should lead the team to reinforce a positive behavior that drive the employee towards commitment and build upon them. Getting the Vision Right
Get the vision right action is third step to successful large-scale change with the new behavior of, “The guiding develops the right vision and strategy for the change effort. (Kotter, The Eight Steps for Successful Large-Scale Change) People choose positions that reflect and communicate their role and actual or desired status in society. Employers must be aware of the status symbol potential of employees and benefits. Communicate for Buy-In
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Ivancevich, Konopaske, & Matteson. Communicating Effectively.
Ivancevich, Konopaske, & Matteson. The Perceptual Process. In Ivancevich, Konopaske, & Matteson.
In J. P. Kotter, The Hear of Change.
The Eight Steps for Successful Large-Scale Change. In J. P. Kotter.
Kotter, J. P. The Flow of Change.
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