Managing Organizational Change Essay -- Business Management

In this dynamic business environment, potpourri is inevitable. Changes hindquarters be planned, or unintentional depending on the driving forces behind. The major forces for dislodge can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world administration (Robbins & Judge, 2011). In this post the author will explain the Kotters octonary step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction. When changes are inevitable, the leaders usually design slightly adequate steps to make the change go smooth, effective and standing(prenominal)ly. Kurt Lewin argued that successful change in organizations should follow three steps unfreezing the status quo, question to a desired end state, and refreezing the immature change to make it permanent (Robbins & Judge, 2011, cited in Lewin, 1951). John Kotter further expanded the Lewins model to implicate an eight-step plan for implementing change. The eight stages are 1) establishing a sense of urgency 2) creating a guiding coalition 3) developing a vision and strategy 4) communication the change vision 5) empowering broad-based action 6) generating short-term wins 7) consolidating gains and producing more change and 8) institutionalizing new approaches in the culture (Kotter, 1996). Kotter asserted that many changes failed because some steps were ignored, such(prenominal) as missing the creation of a sense of urgency, vision, or coalition. utilize Kotter approaches, lets analyze a recent change happened in Science Application International Corporation (SAIC), the company the author is operative for. SAIC provides scientific, engineering, systems integration and technical services and solutions pr... ...ld improve the change process. The author believes that if the SAIC reconstruction is implemented successfully, the company will be more productive, efficient, agile and competitive. whole shebang CitedHavenstein, W. (July 22, 2010). Memo From the CEO Organizational Changes.Havenstein, W. (October 11, 2010). Message from the CEO. SAIC internal email.Kotter, J. P. (1996). Transforming organizations. Executive Excellence, 13(9), 1. Kotter, J. P. (2007). Leading change Why transformational efforts fail? Harvard Business Review, 85, 96-103. Lewin, K. (1951). Field Theory in social Science. New York Harper & Row.Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14 ed.). Upper Saddle River, NJ Pearson.Schuler, R. S. (1980). Definition and conceptualzation of stress in organizations. Organizational Behavior and Human Performance, 189.