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 remains competitive. This concept resonates with the views of what is captured in organization behavior and management such that, it should be clearly implicated in the facet of introducing to members of an organization the necessity for change so that their input in the subunits of the business may help the organization stay abreast of the changes that are effected in the organization and thus maintain competitiveness (Ivancevich, Konopaske and Matteson, 2008).
For change to be effected, an established sense of urgency will position the organization around the necessity for change which may make it possible for the organization to spark the much needed initial motivation to get the workers move things forward (Ivancevich, Konopaske and Matteson, 2008). In light of this, open dialogue about the nature of the marketplace may facilitate a change process which urgency can build and nurture (Kotter, 1996). Towards this, the organization can identify the possible threats and adopt mechanisms that would map the future outlook of the organization, point out opportunities that should be exploited and empower all stakeholders into understanding what is needed for the organization to move.
Formation of Powerful Coalition
Research shows that towards convincing people that the identified change is necessary; an organization may factor in the question of coalition through teamwork. It is imperative to note that although this takes a fortified leadership and the support of everybody on ground, managing change will be directed by the effort of the organization to lead it (Kotter, 1996). In view of this, it is plausible to understand that a coalition block may be formed in a bid to initiate and lead change. For instance, Kotter underscores that this can be realized when the management brings together a team of all those people who are influential in the organization and use them to lead change. It is arguable that the selected team draws its power form their...
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
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