Organizational Behaviour Leading Change

Question: Discuss about theOrganizational Behaviourfor Leading Change. Answer: Introduction This report has been developed upon the article named Leading Change written by Jhon P. Kotter (2007). In this article it has been discussed why transformation efforts fail in organization. In this article, it has been mentioned by the author that, ultimate test of a leader is to guide change. It has also been mentioned that no business is able to survive for long term, if it is not able reinvent itself over time. In this report, at first the objective of this article has been discussed. After that, summery of this article has been provided. In this section, the concepts of transformation and change management have been discussed. Finally, the applicability of these concepts in real life scenario has been discussed in this report. Objective of the Srticle The major objective of this article is to find out why transformation efforts given by an organization often become unsuccessful. This article has highlighted eight major success factor of change. It includes factors such as creation of urgency, giving value to short term wins and making change in organizational culture. Summary of the Article Over the last few decades, there are more than 100 companies all over the world have tried to reinvent themselves and tried to become better competitors. It includes companies such as Ford, General Motors, British Airways and Eastern Airways. These companies have taken these efforts under different banners. They are such as reengineering, cultural change, total quality management, restructuring and turnaround. However, it had been analyzed that in most of the cases, the basic goal of these strategies are to find out how business is conducted so that it can cope up with the challenging and competing business environment. It has been found that most of these change management strategies are considered as utter failure. Companies have to learn their lessons from successful change management cases. They have to understand that successful change management plan has to go through a number of phases (Frankel 2012). They also need to understand that error in any of these stages may have deva stating impact on the overall organizational change. Bratton and Gold (2012) stated that, as most of the people have very little knowledge about renewing companies, even the most capable people makes one big error in the process. It has been found that there eight major errors that can make an organizational change unsuccessful. They are such as: Not developing enough sense of urgency Not developing enhanced guiding coalition Lack of vision Inappropriate communication of the vision Not removing the upcoming obstacles from the vision Improper planning for creating short term wins Soon declaration of victory Not guiding changes properly into the organizational culture It has been found that these are the eight major mistakes that people do within a company in terms of organizational change. However, there are also many other mistakes can be found. According to Von Krogh (2012), most of the organizational mistakes are messy and they are also full of surprises. Analyzing the Applicability of the Concepts Depending on these issues found in this article in the context of organizational change, eight phases have been developed that can transform a company. They are mentioned below: Development of a Sense of Urgency The management team of an organization has examine the market properly and the competition within the industry (Kotter 2007). They have conduct SWOT analysis and address the potential crises and opportunities that the organization has presently. It will help the management of an origination to develop proper sense of urgency. Developing an Enhanced Guiding Coalition In this phase, the management team of an organization has to develop a group with enough power that can lead to change effort. The management has to encourage all the groups to work together as a team. Maintaining team spirit will help to enhance effectiveness of the organizational change. Creating Proper Organizational Vision Top management of a company has to develop a vision that can help to guide the effort of change (Lane et al. 2015). They also have to develop strategies in order achieve that vision. Communicating this Organizational Vision with every Member of the Company The management team has to use all the available resources to communicate that organizational vision with all employees and stakeholders. Empowering others to Work on the Vision Davoudi et al. (2012) stated that most of the organizational change has to face resistance or obstacles. The management team has to work efficiently to get rid of the obstacles so that the change initiative becomes successful. They have to empower other and accept nontraditional ideas and activities. Often the company has to change the organizational structure, in order to make the change vision successful. Developing Appropriate Plan for Short Term Win The management team has to develop an appropriate plan for visible performance improvement. Quinn et al. (2012) stated that, the management team also has to recognize and reward employees based on their performance as well. Making Improvement Plan and Initiating more Changes The management has to change the organizational structures, policies and working culture if they do not fit with the vision. They have to reinvigorating the change management system with new themes, projects and change agents (Kotter 2007). The company has to hire, promote, support and develop employees who are fit with the change vision. Addressing New Approaches The company management has to articulate the link between the corporate success and new behaviour. They also have to develop the system that enhances leadership development and success of an organization. Conclusion In this assignment, critical analysis for the article named leading change has been done. It has been found from this article that most of the change management decisions fail due to eight common mistakes. It has been found that paralyzed top management often comes from too many managers and not enough leaders. It conclusion it can be mentioned that change by definition requires a new system that always demands for leadership support. For this reason, an eight phase model of organizational change has been developed in this article. Reference List Bratton, J. and Gold, J., 2012.Human resource management: theory and practice. Palgrave Macmillan. Davoudi, S., Shaw, K., Haider, L.J., Quinlan, A.E., Peterson, G.D., Wilkinson, C., Fnfgeld, H., McEvoy, D., Porter, L. and Davoudi, S., 2012. Resilience: A Bridging Concept or a Dead End?Reframing Resilience: Challenges for Planning Theory and Practice Interacting Traps: Resilience Assessment of a Pasture Management System in Northern Afghanistan Urban Resilience: What Does it Mean in Planning Practice? Resilience as a Useful Concept for Climate Change Adaptation? The Politics of Resilience for Planning: A Cautionary Note: Edited by Simin Davoudi and Libby Porter.Planning Theory Practice,13(2), pp.299-333. 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