Leading Change Essay

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Leading Change and Organizational Behavior and Management Introduction Organizational behavior within an organization is controlled by many different factors to include managerial and leadership behavior and change. This paper examines Kotter’s eight-stage process in his book Leading Change and evaluates weather his claims and concepts are supported by Ivancevish, Konopake and Matteson’s Organization Behavior and Management textbook. Kotter’s eight stage process describes a process on how to make organizational changes to include managing and leading change. Kotter stresses that change will not happen easily and that the eight steps must be followed in sequential order to avoid problems (Kotter, 1996, p. 23). Ivancevish, Konopake and Matteson’s book examines theories based on scientific research in understanding and managing individual and group behavior, interpersonal influences, and organizational process, design, change and innovation. Discussion Step one of Kotter’s process stresses the need for the senses of urgency in order for change to happen (Kotter, 1996, p. 36). Employees that don’t see a sense of urgency believe everything will continue as normal. An employee that is complacent with how things are going will not desire change because the way of doings things now is familiar. Employees are usually resistant to change. Creating a sense of urgency will encourage cooperation and the forward moving of change. There are a number of factors that show complacency, as the main reason change does not occur. Kotter (1996) states there are nine sources of complacency which include absence of a major and visible crisis, too many visible resources, low overall performance standards, employees focused on narrow functional goals, internal measurement systems that focus on the wrong performance indexes, lack of sufficient performance feedback

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