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Essay / Research Paper Abstract
A 5 page research paper that summarizes and evaluates John P. Kotter's book, 'Leading Change,' which pertains organizational change. The major premise of the author is that the magnitude of change in today's business world is increasing so rapidly that leadership, not just management, is required. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: D0_00kotter.rtf
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Unformatted sample text from the term paper:
in order to change organizations (Hale 56). In other words, it is no longer sufficient to be merely a "competent" manager (Herrera; Hodgetts 75). This rapidly accelerated rate of
change is accredited by Kotter to the globalization of the economy, as well as to the technological and societal develops that have accompanied globalization (Herrera; Hodgetts 75). A secondary premise
developed by Kotter is that change is constant and that those people who were educated in the 1960s and 1970s "have no history or legacy to guide" them in
making such rapid changes (Kotter 18). Kotters discussion covers the differences that are inherent between management and leadership and, in so doing, makes a good argument that a successful
organization needs both. From his perspective, the general failure to comprehend this difference is to blame, at least in part, for the dismal track record of dozens of change initiatives
that various corporations have instituted in recent years. He states his belief that the financial and human costs of this change have been too high (Herrera; Hodgetts 75). The
book is organized into three parts and 12 chapters.. The first part is a recapitulation of a 1995 article written by Kotter on this topic (Joshi 256). This section introduces
the "change problem" and then discusses possible solutions. Part II contains eight chapters that make up the "heart" of the book by addressing key mistakes that Kotter feels that corporations
and organizations typically make. He prescribes eight specific steps that should be taken in order to facilitate successful organizational change. The following is a brief synopsis of these steps.
The first step is to develop a "sense of urgency." According to Kotter, complacency is an obstacle to change. He prescribes that doses of urgency be issued often and provides
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