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Essay / Research Paper Abstract
A 5 page paper. The writer comments on the failure rate of change initiatives, briefly identifies Kotter's 8 stages of change management and how they have been used, the importance of employees' attitudes and perceptions regarding the change, the importance of communication and the importance of small successes during the change process. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGchsms8.rtf
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Unformatted sample text from the term paper:
in different countries and they all failed. The initiatives included approaches such as Total Quality Management and integrated computer-based technologies (Clegg and Walsh, 2004). Change initiatives typically bring about feelings
of anxiety in employees (Clegg and Walsh, 2004). By using certain approaches, organizations can change their success rate with change projects. One of the major change theorists is John Kotter
(1996) who designed the Eight Stages of change management. One of the reasons Kotters work is cited so often is because designed his stages of effective change management by observing
the errors made by organizations when attempting change. Kotter determined that by doing the opposite, the organization would be successful. For example, one error Kotter observed was not communicating the
vision both frequently and strongly, so stage four became communicating that vision (Kotter, 1996). Briefly, Kotters (1996) eight stages are: 1) establish a sense of urgency because change efforts
fail when complacency exists; 2) create a guiding coalition with the right people guiding the change process; 3) develop a vision and a strategy to achieve the vision; 4) communicate
the vision so that everyone knows what is to be achieved; 5) empower employees for broad-based action because teams need to have the autonomy to complete the task; 6) generate
short-term wins and celebrate them because these will help motivate employees; 7) consolidate gains and produce more change, which refers to more people becoming involved as the process goes on;
and 8) anchor the new processes in the corporate culture. These stages have been used by numerous companies and organizations to bring about positive changes. Leonard and McGuire (2008)
report that over a 16-year period, one of them used Kotters stages in 85 organizations in different fields and industries who were applying for the Baldrige-based awards programs. The Malcolm
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