The Force Field Analysis Model classifies and analyses factors in order to display all forces reacting to the desired change and to enable the ability to make decisions that will make change acceptable and effective. For change to occur within the organisation, the driving force must exceed the restraining force. Three stages to the model: Unfreezing- explaining to employees the need for change and giving motive for changing the attitudes, values, behaviours, systems and structures they are accustomed to. Unfreezing may be perceived as unimportant if it is not based on the survival of the company. Changing- involves identifying and implementing the change in the organisation encouraging and motivating employees to adapt to the new structure and culture.
Change Process Sequence MBA 6240 Facilitating Change Introduction Change is an inevitable component of any organization. It is also a primary task of leaders. To evolve in the global, technical marketplace of modern times…organizational change demands engaged employees that have bought into the process… if the changes are to become institutionalized. In his book, Good to Great, Jim Collins professes that “Good is the enemy of great” (Collins, 2001, p. 1). Collins and his team of experts focused on those attributes that good-to-great companies have in common that distinguished them from those companies that failed to transform.
This will include the use of the Personal Performance Review (PPR), and also its relation to reduced sickness costs, coaching for performance, and influence of the leader. This essay also aims to identify what the organisation could do differently, in order to see a larger return on investment. A key strategy which has been utilised by the organisation to improve individual, team and organisational performance, is
(Joseph, 2003 p.304) PCT is client directed and doesn’t focus on problems or solutions. The belief in the efficacy of the therapy is that the client given complete acceptance, “prizing” them as unique individuals, will allow them to come to accept and prize themselves allowing self-actualisation to occur (Rogers, 1980, p.117). Self-actualisation in PCT is the idea that through “being” one with the client, with them feeling that they are really being heard and appreciated then they will be able to “listen” to their own inner reference leading them to being more fully whole person (Rogers, 1980, p.117). Core Concepts of PCT Psychological contact between client and counsellor must exist for therapy to take place. Incongruent client, they will be anxious or vulnerable showing discrepancy in actual events and their reality.
Support person centred thinking and planning Outcome 1 Understand the principles and practice of person-centred thinking, planning and reviews The learner can: 1. Identify the beliefs and values on which person-centred thinking and planning is based. „Our society is based on the belief that everyone has a contribution to make and has the right to control their own lives. This value drives our society and will also drive the way in which we provide social care. Services should be person-centred, seamless and proactive.
Leadership is about coping with change; therefore, it is essential to get people to believe the message (p.90). Managers organize while leaders motivate and inspire others. More and more, major changes are necessary to survive and compete in today’s society. With that said, the real challenge is to combine strong leadership and strong management and use each to balance the other (p. 86). References Kotter, John P. (2001, December).
Change Model Assignment Brenda Armstead MGT435: Organizational Change Instructor: Georginne Parisi May 7, 2012 There are many models that can be used for successful organizational change. Winners respond to the pace and complexity of change. They adapt, learn and act quickly. Losers try to control and master change in the environment. It is important for organizational leaders to identify and use a model for transformation that will help their organizations survive and flourish in the next century and beyond.
This will in turn raise the standards of the new organization. According to Zatz (2011), it is recommended that the more dominant organization have a strategic plan mapped out to include communication among employees and customers, how the culture will be merged and employees that will be laid off. A SWOT (strengths, weaknesses, opportunities, and threats) analysis can be used to create this plan (Zatz, 2011). Impact of the Merger on the Culture of the New Organization Culture is a very critical part of the merger process. Though cultural conflicts are inevitable, cultural differences have to be put aside to ensure success of the new organization.
“Leadership is the process of influencing an organized group toward accomplishing its goals.”(Wren, 1995, p. 43) One type of leadership that has the ability to inspire and motivate change is transformational leadership. They bring change while improving the situation. They anticipate problems before they happen and are able to rectify the situation swiftly. Transformational leaders like the concept of working together. They foster the communication of leadership ideas to accomplish the shared vision.
The reason for this variety is that an organization's structure can make a real difference to the way it performs. That's why some companies achieve success through strict controls and systems, but others that try to duplicate that structure may suffer terrible results. It's also why a start-up company has to evolve its structure over time as it grows, and as its strategy and its environment change. Successful organizations are those that have figured out the best way to integrate and coordinate key internal and external elements. And they understand the importance of reviewing and redesigning their structures on an ongoing basis.