First, the nurse leader needs to have the ability to identify and understand the situation that he or she wants to influence. Secondly, the nurse leader need to adapt to the current situation and allow him or her behaviour and other resources to close the gap and identifies what needs to be achieved. Finally the third competency is on communication. According to Fagerstrom & Salmela (2010), regardless of how good the leader is able to identify and adapt but if he or she is unable to communicate effectively, most likely the leader would not be able to achieve the goals. Effective leaders will be able to get people to work together, engaging them to effectively pursuit shared goals, and such as delivering excellent care, planning cost saving and even challenging the ethics of a new designed policy (Wong & Cummings,
Ideally this stage is about preparing all the stakeholders in a situation that there is the need for change. This includes moving to a point of consideration that change is in fact essential, and getting prepared to take the step away from the current comfort zone. It is very important to have a two-way communication between all employees at this stage and if people are able to appreciate and backing it, success will follow. Communication and time are part and parcel for the change to occur. The employees in the organisation need to understand the changes and feel associated during the changeover period.
It helps to reorganization the whole structure of the organization and the management. It also influences the individuals to discuss the innovative and the creative ideas with the management to adopt the change effectively. Through the complexity theory the business, organization sets the best pattern. In this stage the business organization, adopt various models for implementing the strategic changes in the organization. Through complexity theory, the business organization can grab various opportunities and solve every kind of problem that the business organizations face.
1.2 Explain different methods of segmenting and characterising customers The key to a successful business is to find out who our customer base is, what the customer wants, the age, gender, spending patterns etc. This is the reason we have marketing research because it can identify different customers and recognise what we need to do as a company to meet the demands of the market and keep us competitive.
The leader would need to focus on the development of a plan that allows followers to view the future and create excitement. The leader will have some followers who will buy into the vision immediately, while others will take longer to follow. The effort will cause a transformation within the organization. The leader will continue to find ways to continue in the intended direction. The leader will need to remain visible and continue to lead the effort, while achieving progress and monitoring their followers’ commitment.
The first model I will discuss is and John Kotter 's Change Model. Kotter (1995) summarized what he viewed as the crucial 8 step process for successful organizational change. There are some similarities which can be seen in other change models
This model is best suited for a company that knows that they need to change the way they operate, but they are not sure of what to do to implement the required changes successfully. By analyzing the seven aspects of the company and how they affect each other, you will highlight the changes you need to make to create a united approach to business. The seven aspects are; strategy, structure, systems, shared values, style, staff, and skills (Nohria, & Khurana, 1993). The change management team should look at the following questions: What are the company objective’s? What is the strategy to achieve them?
It became clear that change was needed within the company. The change management model used for establishing the change plan is Kotter’s eight-step model for leading change. This model identifies a roadmap which is easy to follow in order to guarantees a successful organizational change. The first three steps are creating a climate for change, followed by engaging the organization and the last two steps are about sustaining and implementing the change. (Kotter, 1995) The model is defined based on the following
The Lewin’s change model is one of the many various models that are used by organisations to manage change in organisations. The next model to be discussed is the McKinsey 7-S Model. 2.7.2 Kotter’s Six Change Approach Kotter and Schlesinger developed the Six Change Approach as a way to manage employee resistance to change. Kotter’s Six Change approach states that there are four factors that lead employees to resist change (Banhegyi and Banhegyi, 2007:103). The four factors are discussed as discussed by Banhegyi and Banhegyi (2007:103) are as follows: Factor 1: Self Interest - Some of the employees in the organisation find themselves only concerned about how change will affect them and not necessarily worried about how it will benefit the