Kotter's Model for Organizational Change

This assignment delves into Kotter's 8-Step Change Model, emphasizing its role in facilitating effective organizational change. It analyzes each step of the model, focusing on creating a sense of urgency, building a guiding coalition, developing a vision and strategy, communicating the vision, empowering employees for action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the corporation's culture. The document stresses the importance of embedding changes within the organizational culture to ensure lasting impact.

Management of the change
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Management of the change
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Management of the change
Contents
Abstract.......................................................................................................................................................3
Introduction.................................................................................................................................................3
Create a Sense of Urgency...........................................................................................................................4
Threats and Development of Scenarios...................................................................................................4
Opportunities..........................................................................................................................................4
Honest discussion....................................................................................................................................4
Support....................................................................................................................................................5
Form a Powerful Coalition..........................................................................................................................5
Identification...........................................................................................................................................5
Commitment...........................................................................................................................................5
Team building..........................................................................................................................................6
Team checking.........................................................................................................................................6
Create a Vision for Change.........................................................................................................................6
Determine the Values..............................................................................................................................6
Creation of a strategy..............................................................................................................................7
Discuss the Vision.......................................................................................................................................7
Empower people and Remove Obstacles.....................................................................................................7
Change of Leaders...................................................................................................................................7
Identification of Resistance.....................................................................................................................8
Action to Remove Barriers.......................................................................................................................8
Creation of short term win...........................................................................................................................8
Build on Change..........................................................................................................................................9
Set a Goal................................................................................................................................................9
Kaizen......................................................................................................................................................9
Anchor the Changes in Corporation Culture..............................................................................................10
Conclusion.................................................................................................................................................11
References.............................................................................................................................................12
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Abstract
It is said that the change is the most significant part of the organization. Any particular
situation’s failure increases the need of changing in the most effective way. Mainly the event
management companies require the process change and operational change. Anyhow the changes
that are needed in Kotter’s model must meet all the requirements of the organization.
Furthermore the employees and the workers of the organization must not face any kinds of
problems due to the change in the model. However there are eight steps by which the model can
be changed and the processes and their effects are discussed in the next segment of the project.
Introduction
The introduction is mainly about the Kotter’s model and the change that can be made through the
use of this model. It is said that this model have various stages through which the changes can be
made effectively. This model actually segments the organizational task in various stages and then
after it produces short term goals to produce a beneficial outcome (Jovičić et al., 2011). The
various stages of the process, the benefits and the disadvantages are there in the process. The
organization here will get the advantages or the disadvantages according to the implication of the
model.
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Create a Sense of Urgency
In this situation the company needs a lot of support from the managers and the personnel of the
company to determine the urgency for a particular situation.
Threats and Development of Scenarios
In this stage of the model, first of all the roles of the managers are found in order to create the
effective changes in the organization. It is said that the creation of the changes must be in adhere
to remove the threat of the company. The difficult situation of the organization can be termed as
the threatened situation and the development of the model must be done so that it can remove all
the threats in the organizational environment (Paul, 2011).
Opportunities
The opportunities that are created by the model must give all the benefits to the company. It
means that the model has the potentiality to create the opportunities for the organizations and
that is where the Kotter’s model has found its success in the field of business. Using this model
many companies have changed the whole scenario of the company in the most effective way.
Honest discussion
It is the most important thing that is should be done during using the model to make the changes
in the organization. The managers and the employees of the company must make honest
discussion about the changes in the organization (Wright, 2015). The authority of the company
must take active part in it.
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Support
The support of the employees of the organization and the stakeholders those are related with the
organization must support the changes that are going to happen. The support can increase the
confident of the managers in the organization and they will take decisions in favour of the
changes without any fear.
Form a Powerful Coalition
Before taking the decision to make the changes in the organization, Kotter’s model suggests to
build a powerful coalition. The coalition must be strong enough to support the changes of the
organization.
Identification
The identification of the coalition or the union must be made in the most effective way. It is
obvious that the union will be made with the people of the organization but it is necessary to
identify that which group of people are forming the coalition (Bassi et al., 2010).
Commitment
The commitment of the members of the coalition can put a huge impact in the field of changing
strategies. The commitment and the dedication of the union member are the main thing that
brings success in the Kotter’s model. Depending on this model the change in the organization is
done easily.
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Team building
Forming a powerful coalition is just a synonym of building a team. It means that the roles that a
coalition plays are just as same as the roles that are played by the teams. So the organizational
benefits lie in the part of forming the coalition. The employees and the managers of the company
get the scope to work together here.
Team checking
This refers to check the ability of the team in the most effective way. Kotter’s model requires
effectiveness of the employees in order to get success in the field of bringing change in the
organizational success (Elssamadisy, 2009). So it is very crucial for the model to check the
performance of the team very often.
Create a Vision for Change
The causes of the change must be known first before bringing the change in the organizational
environment. The vision of the change must be clear to every single people of the organization.
Determine the Values
The values that are related with the change of the organization must be known and determined
before making the changes. Kotter’s model says that every single aspect of the organization
including the value must be checked very effectively in order to make the changes in the
organization.
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Creation of a strategy
There are many strategies by which the change can be done. It is the most crucial stage where the
organization must make effective strategies according to the Kotter’s model. Otherwise the
change may go against the favour of the organization and the organization may face the
situations of loss.
Discuss the Vision
Proper execution towards the change cannot be done without effective communication. The
communication among the employees in the organization can bring the change in the most
effective way. Moreover the vision of the change must be very clear and it should be related with
the profit of the company. It means that the changes must be done in the organization to increase
the level of profit inside the organization.
Empower people and Remove Obstacles
The people of the organization must be provided with all sorts of facility in order to work freely
inside the organizational environment. The obstacles that are restricting the organizational
performance must be removed at once. This part actually says about the employees, leaders and
the managers of the organization who will take active part in changing the organizational
environment with the help of Kotter’s model (Tosti-Kharas, Lamm and Thomas, 2016).
Change of Leaders
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Sometimes it is found that the role of the leader is not affecting the employees of the
organization and that is why the employees are not delivering the desired outputs. In this
scenario the model says that the leaders of the organization must be changed at once in order to
regain the organizational environment in favour of the desired jobs.
Identification of Resistance
In the field of work it is obvious that there would be resistance that will restrict the people of the
company to work efficiently and effectively. The model says, if the change is needed to be made
in the organization then the restrictions must be removed without affecting the organizational
structure (Demirtaş, Özdemir and Küçük, 2016).
Action to Remove Barriers
The Kotter’s model has different action to remove the barriers that is affecting the employees’
performance. For example, an inefficient people in the organization may harm the organizational
environment and it may affect the performance of the other employees too. In this case, the
employees those are affecting the organization with inefficiency must be removed from the
company in order to maintain the environment of the organization.
Creation of short term win
It is very crucial for any organization to have proper goals. It is necessary for the employees of
the company to work more efficiently. The employees with a particular target in their mind will
always work with more concentration. There are various types of goal inside the organizational
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environment like, long term goals and short term goals. Long term goals are the ones that deal
with long time and it require slow but steady performance from the employee. The consistency
opf the employees are needed here in order to reach the long term goals. This is where the
employees lack their performance and give up in maximum situation. Short term goals in these
cases are far more effective for the employees of the organization. These goals make the
employees to work harder as the deadlines of the goals are often very short. So the employees of
the organization find themselves in the challenging position and they concentrate on their work
accepting the challenge. The facilities of reward are set after achieving the goals. This is where
the employees get the desired motivation. The roles of the leaders of the organization are beyond
the words (DeNisco and Barker, 2013).
Build on Change
The change in the business can take the business in either ways. To make the change effective
for the business in the positive way it is necessary to do a few things.
Set a Goal
A particular goal can decide the form of the change in the organization in the most effective way.
The employees of the organization must set their own goals to complete the task and the
organization must also set its goal. Depending on this goal al, the changes must be made in the
organizational structure. Setting a goal in the organizational environment can help the Kotter’s
model in the most effective way.
Kaizen
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Kaizen practice is the practice of continuous improvement. This is basically the process that was
invented in the Japan in the year 1986 and after that this process has been spread worldwide. In
today’s generation there are many businesses all around the world that follows Kaizen practice in
order to set their long strategies. Kaizen can be considered as the pillar of long term strategies.
Kaizen is basically the continuous improvement that is mainly based on few principals,
 Good result can be gained through good process.
 Determining the organizational structure to grab the situation
 The data that are managed by facts must be considered to deal.
 The roots that cause the problems must be removed by taking proper action.
 Teamwork is the best strategy for any organization.
The main feature of Kaizen is that big results mainly come from small changes that are
accumulated overtime. Here Kaizen means everyone involved in making the improvement.
Anchor the Changes in Corporation Culture
The corporation culture is mainly referred to the culture of the organization that mainly deals
with the outside businesses. The employees and the workers of the organization mainly take part
to interact and handle the business of the outside world of the organization. In this field there are
many situations where the changes are required in order to continue the work flow in the
organizational environment. All the strategies that Kotter’s model takes must be taken in the
corporation culture in order to make effective changes in the organization. The changes must be
related with needs of the company. The organization must set their goals before making any
changes in their structure or in their strategies in the corporation culture (Morris, 2010).
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Conclusion
Change in the organization is very crucial as far as the performance, strategies and structure of
the organization are concerned. It is said that an effective change can bring many positivity in the
organizational performance but it is to notice that the change doesn’t always bring positive
change. That is why the use of Kotter’s model is very effective. It is so because the model can
bring only positive changes in the organizational environment. That is where the success of the
model lies in the field of bringing change in the organizational structure (D. A. Hadfield, 2013).
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References
Bassi, A., Hafer, C., Tucker, J. and Frechette, G. (2010). Bidding for the formateur: A model
of endogenous coalition formation in parliamentary democracies. 1st ed.
D. A. Hadfield, (2013). Bringing About Change:. Shaw, 33(1), p.211.
Demirtaş, Z., Özdemir, T. and Küçük, Ö. (2016). Relationships between Bureaucratic
Structure of Schools, Organizational Silence and Organizational Cynicism. Educational
Administration: Theory and Practice, 22(2).
DeNisco, S. and Barker, A. (2013). Advanced practice nursing. 1st ed. Burlington, Mass.:
Jones & Bartlett Learning.
Elssamadisy, A. (2009). Agile adoption patterns. 1st ed. Upper Saddle River, NJ: Addison-
Wesley.
Jovičić, S., Ležaić, V., Simonović, R. and Djukanović, L. (2011). Beneficial effects of
donor-specific transfusion on renal allograft outcome. Clinical Transplantation, 25(2),
pp.317-324.
Morris, J. (2010). Going for gold. 1st ed. Tuscaloosa: University of Alabama Press.
Paul, C. (2011). Alert and ready. 1st ed. Santa Monica, Calif.: RAND Corp.
Tosti-Kharas, J., Lamm, E. and Thomas, T. (2016). Organization OR Environment?
Disentangling Employees Rationales Behind Organizational Citizenship Behavior for the
Environment. Organization & Environment.
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Wright, C. (2015). Book Review: This changes everything: Capitalism vs. the
climate. Organization, 23(1), pp.133-136.
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