Kotter's Model Of Change Analysis

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Change doesn’t have any starting and ending points. Change is always evolutionary and revolutionary. Each and everyone is interested in managing change. Many people, organisations think that there will be no need of any change in the present system, and they also think that, if change is required they can act according to that current situation. But many authors say that, to bring change in the organisation, lots of planning is required, lots of strategies are to be formulated, and they are to be checked against the present and past scenarios, so that they create value to the organisation and the customers when implemented.
Authors of this book majorly concentrated on the change management model which is built on Kurt Lewin’s model. This model
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Kotter’s eight step model demonstrates eight steps for the effective change management. They are
1. Create urgency: For the change to happen, a sense of urgency is to be created so that it acts as initial motivation for the change to happen
2. Form a powerful coalition: In order to convince people for bringing the change, strong support and strong leadership of key people within the organisation is required.
3. Create a vision for change: A proper vision is to be created so that it gives idea for all the employees in the organisation.
4. Communicate the vision: Use each and every minute chance to communicate the vision powerfully to bring in the change
5. Remove obstacles: There will be always some sort of resistance for the change to happen. So, in order to remove that resistance, leaders should clearly identify what is the reason for the barrier and they should deliver the change
6. Create short term wins: Reward people who meet the target. That means success acts as an motivator for the change to happen
7. Build on the change: After every win, identify which aspect went wrong and which went
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All these ideas are explained with the help of examples drawn from various industries.
This chapter mainly concentrated in explaining readers how the industry can be analysed in which the corresponding organisation is located. This chapter helps in identifying various forces and pressures on the organisation.
The two factors that bring out changes in organisations by impacting their performance are business cycles and industry cycles.
A Business cycle refers to alternating periods of contraction and expansion in the economic activity. The main essence of quoting business cycle in this context is to say that business cycles will not damage the organisation if they are predicted with some reliability.
While business cycles affect all industries, each industry also undergoes specific types of changes. The author(s) tried to explain other forces like competition, technology and institutional rules, the joint impact of all those forces are to be carefully

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