Sample Education Paper on Kotter’s Change Model

Kotter’s Change Model

The entrepreneurial environment is continually changing, hence, making an organizational adjustment important in every business since without change an enterprise can lose its competitive edge (Blomqvist, 2017). Importantly, numerous studies indicate that the major fundamentals that can facilitate the failure or success of an initiative are the ability to manage the human side of change. According to Tudor (2014), Kotter’s exploration stipulates that only 30% of a significant change process is finished successfully irrespective of an improved use of change management methodologies from 34% by the year 2003 to 72% in 2011. Therefore, this paper examines the Kotter’s change model incorporated for Sea treasures to enhance its marketing and competitive advantage.

Kotter’s Change Model for Both Short and Long Term

Institutional change incorporates the assistance of the basic structures and techniques to manage various organizational transformative efforts with an objective of enhancing benefits and reducing effects on the targeted workforce (Kazmi & Naarananoja, 2017). Kotter’s change model has been significantly incorporated into transformative change processes in numerous organizations and is regarded as one of the most persuasive management mechanism. Importantly, the Kotter model involves eight steps that facilitate the successful approach of an institutional change with a substantial impact on the business long and short-term operations (Tudor, 2014).

Consequently, change is a progression that entails numerous stages each relying on the previous phase and offering the basics for the next activity. The model phases entails building a sense of urgency, developing the regulatory coalition, establishing a goal and an approach, communicating the transformation vision, empowering wide-based operations, producing short-term achievements, merging achievements and generating additional change, and establishing new strategies based on the company’s culture (Calder, 2013).

Building a Sense of Urgency

The stage involves creating awareness in the organization that there is an urgent need for a change to enhance the stability and competitiveness of the firm (Blomqvist, 2017). Further, the phase entails indicating potential risks and scenarios of activities that will happen in the future when the changes are not inducted.

Establishing the Guiding Coalition

According to Calder (2013), initiating change in an organization entails convincing individuals to the stipulated transformative needs through a robust leadership and backing from the management. Notably, the collected group of the workforce helps to shape the urgency surrounding the necessity for change.

Creating a Change Vision

The stage involves developing the change vision and incorporating the concept as part of the business strategy, thus, enable staffs to include the change mission in their activities (Calder, 2013).

Communicating a Vision

The management involves and enables the entire organization by disseminating the vision that is clear and easy to understand by all (Kazmi & Naarananoja, 2017).

Eradicating Impediments

The organization ensures that every operation is in line with the vision of change and removing obstacles that might distract the transformation (Kazmi & Naarananoja, 2017).

Induced Short-term Wins

By inducing visible and clear short-term wins that are aligned to the change effort, this helps to encourage workers to push more for the advancement (Tudor, 2014).

Merging Achievements and Generating More Change

The stage involves utilizing the improved credibility from the previous gains to alter systems and policies distracting the vision, promoting, and involving staffs that can propel the vision of change (Kazmi & Naarananoja, 2017).

Anchoring New Strategies in the Culture

The phase involves incorporating change as part of the business culture. Importantly, cultural transformation works when it is proven that is better than the old one (Tudor, 2014).

The Rationale for the Model

It is critical for an enterprise to obtain support from the leaders and incorporate the management at various levels of the business and this relates to Kotter’s stage of sense of urgency and guideline coalition. As such, it is the sense of urgency that makes the executive be concerned about the transformation, hence, the desire to implement the change strategy (Mishra, 2013). Further, the model is effective in uniting employees towards a common objective through the creation of a vision pertaining to the required change. Importantly, the concept also aids in realizing a company’s objective of expanding its customer base and improving its competitive edge.

Effects of the Model on Employees, Managers, and Executives

The Kotter’s model might provoke emotions among the employees since they have to deal with more reforms that demand their ability to adapt to new transformation and environmental pressure (Struijs, 2012). Additionally, the theory persuades the management and executive to the change since the process involves every individual in the organization through a common vision.

Conclusion

In essence, organizational change is an important aspect in the development of a business since the process enables an institution to expand its consumer base and have a competitive edge. Notably, entrepreneurial change incorporates the assistance of the basic structures and techniques to manage various organizational transformative efforts with an objective of enhancing benefits and reducing effects on the targeted workforce. Conversely, the Kotter’s model of transformation has been used by various enterprises and it entails eight steps to be successful. However, the Kotter’s model can incite emotions among the workers as they have to deal with numerous alterations that demand their ability to adapt to new adjustments and environmental pressure.

 

 

 

 

References

Blomqvist, D. (2017). An examination of change management models for successful execution of a change initiative. Retrieved from: https://www.theseus.fi/handle/10024/130622

Calder, A. M. (2013). Organizational Change: Models for Successfully Implementing Change. Retrieved from: https://digitalcommons.usu.edu/honors/144/

Kazmi, S. A. Z., & Naarananoja, M. (2017). Collection of Change Management Models–An Opportunity to Make the Best Choice from the Various Organizational Transformational Techniques. GSTF Journal on Business Review (GBR), 2(4). Retrieved from: dl6.globalstf.org/index.php/gbr/article/download/723/667

Mishra, S. (2013, September). Relevance of Kotter’s Model for Change in Successfully Implementing Lean. In IFIP International Conference on Advances in Production Management Systems (pp. 540-547). Springer, Berlin, Heidelberg. Retrieved from: https://link.springer.com/chapter/10.1007/978-3-642-41263-9_67

Struijs, P. C. (2012). Resistance to Organizational Change: The Effect on Job Satisfaction and Turnover Intention and the Moderating Effect of Emotion Regulation Strategies. Yüksek Lisans Tezi, Tilburg Üniversitesi, Tilburg, Hollanda. Retrieved from: http://arno.uvt.nl/show.cgi?fid=127272

Tudor, L. (2014, November). Change management–challenge and opportunity for sustainable development of Romanian companies. In Proceedings of the International Management Conference, Faculty of Management, Academy of Economic Studies, Bucharest, Romania (Vol. 8, No. 1, pp. 466-476). Retrieved from: https://pdfs.semanticscholar.org/4454/4f5d42318cf12a22d4fffdd1ac54f607778c.pdf