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"Leading in a Culture of Change", 2004.
Book report on the book, "Leading in a Culture of Change", by Michael Fullan.
765 words (approx. 3.1 pages), 1 source, MLA, $ 27.95
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Abstract
The book, "Leading in a Culture of Change", by Michael Fullan discusses the essential factors that help develop effective leadership (and management) in a period and society that is dominated by cultural diversity. The writer explains that, by using the five components of effective leadership as the main core of the book?s organization, each chapter is a detailed discussion of each of these components, relating them to issues concerning leadership and management in a culturally diverse organization, especially in the workplace environment.
From the Paper
"The first component of effective leadership, Moral Purpose, is defined by Fullan as ?[a]cting with the betterment of employees in mind? (3). This definition clearly is clearly identified with leadership, since it takes into account the responsibility of the leader not only to his subordinates and colleagues, but to his/her self as well. Indeed, Fullan categorizes moral purpose in leadership as more concerned with the ?means? with which an organization approaches its decision-making process than its ?end? or outcome (13). Indeed, leaders should center their focus not only in formulating an effective solution or decision to a problem within an organization; it is equally important for leaders to determine carefully whether the decision arrived at benefits all the members of the organization or not. In effect, the first component establishes the most important and essential factor that motivates an individual to lead?that is, having a moral purpose and philosophy to live by."
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Leading Change, 2005.
A critique of John Kotter's model on leading a change project.
3,910 words (approx. 15.6 pages), 17 sources, MLA, $ 106.95
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Abstract
The focus of this paper is to evaluate John Kotter's model of Leading Change. Experiences from the Experience change simulation as well as different models of change based on organisational behaviour theories are also taken into consideration.
Outline
Introduction
Perspectives of Change
Theories on Organisational Behaviour
Where Does Kotter Fit in?
Experience Change Simulation
Advantages of OD Models (John Kotter/Experience Change)
Evaluation of John Kotter's Change Model
Evaluation Based on Strategy and Structure
Evaluation Based on the Perspectives of Change
Evaluation Based on Contingency Theory
Evaluation Based on Power, Politics and Organisational Change
Conclusions
From the Paper
"In an attempt to regain strategic and structural fit, change can be thought of in terms of a continuum in which we have the perspective 'voluntarism' at one end, the perspective 'environmental determinism' on the other and 'weak voluntarism' or 'soft determinism' in the middle (Genus 1998). The voluntaristic perspective is the domain of planned views of strategy and change and the most of OD change models is based on this perspective. Mintzberg's planning school and Porters positioning school follow the voluntaristic perspective (Mintzberg, Ahlstrand & Lampel 1998). Different planned models like Lippet et. al., Cummings & Huse, Bullock & Battern etc... elaborated from Lewin's model unfreezing, changing & refreezing change model fall under this category (Burnes 1996). In the environmental deterministic perspective, choice is severely constrained by external forces. This limit to choice or the inability of the organization to predict the rules of the environment is referred to strict population ecology or natural selection (Clark & Staunton cited in Genus 1998). Population ecology emphasizes on organization ecology which advocates organization adaptiveness and corporation between firms (Genus 1998). The change model in this category is the garbage can model of organizational choice (Cohen et. al. cited in Genus 1998)."
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"Leading Change "--A Review, 2007.
This paper reviews John P. Kotter's management classic entitled "Leading Change".
1,613 words (approx. 6.5 pages), 1 source, APA, $ 52.95
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Abstract
In this review of "Leading Change," the writer outlines author John P. Kotter's eight crucial steps in facilitating change acceptance within an organization. Each step is defined and described. Additionally, the paper highlights Kotter's belief in measurable short-term and long-term goals and the importance of leadership in management. The writer cites Kotter's view that it is the manager who motivates his workers to accept change, and the manager must change from within before he can hope to encourage others to implement change.
From the Paper
"It is evident in these principles that, for Kotter, change is not a numbers-based formula or about choosing the best practices alone. It is also about getting the right people to enforce new changes, and it requires psychological strategies of motivation as well as simply reinforcing the purpose of the change in the long term. To reinforce the title of his work--leadership, or wanting to make other persons fulfill a vision is key, rather than mere management, or merely passing on orders to other persons. Many can manage, but few can lead."
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Leading and Sustaining Change, 2006.
A review of recommendations for leading and sustaining change.
2,316 words (approx. 9.3 pages), 7 sources, MLA, $ 71.95
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Abstract
This paper centers on the topics of recommended leadership behaviors needed to sustain the momentum of change and evaluating the elements of an organization's culture that influence the implementation of both IT and line-of-business strategies. The paper continues with definitions of strategies for dealing with organizational cultures as they relate to adopting or rejecting change, and finally discusses post-implementation management strategies for change.
Outline:
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the Elements of an Organization's Culture and their Influence on Implementation
Strategies for dealing with Organizational Culture
Post-Implementation Management Strategies
From the Paper
"The research completed by Perrow (1967) is directly applicable to Long Beach Mortgage Broker Front-office Tool (BFOT) change management strategies. What Perrow is saying is that when processes are re-defined to make brokers, sales persons, and everyone selling and supporting Long Beach Mortgage customers more successful, there will be less "searching" for the right solution to a customer problem and overall sealing, service and profitability performance will increase. Processes cure confusion is what Perrow is saying in essence, and this is a major reason why change must happen in companies. "
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John Kotter's "Leading Change", 2004.
This paper discusses the eight reasons change fails and solutions to this failure as proposed by John Kotter in "Leading Change".
1,125 words (approx. 4.5 pages), 1 source, APA, $ 39.95
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Abstract
The paper discusses the pitfalls that accompany the change process. The author points out problems of
resistance to change and fear of losing power. The paper argues that change must be seen as a long term process.
From the Paper
"Bringing significant change to an organization is one of the most difficult tasks that managers face. There is often resistance from those who perceive that they will lose power or prestige as a result of the change and the organizational culture itself might be resistant to change. By understanding some of the pitfalls that accompany the change process, managers can help ensure that change not only occurs but that it takes root and remains in place well after ..."
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"Leading Strategic Change", 2005.
A review of J Stewart Black and Hal Gregersen's "Leading Strategic Change: Breaking Through the Brain Barrier".
1,548 words (approx. 6.2 pages), 1 source, MLA, $ 50.95
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Abstract
This paper discusses Black and Gregersen's book which claims that 70%of all organizations that seek strategic change, fail in their attempts to reform poor past practices and adapt to new challenges. It explains that this book attempts to analyze why this is so, and provides some potential solutions and guidelines for change-focused managers in organizations.
From the Paper
"Over the course of Leading Strategic Change, J. Stewart Black and Hal B. Gregersen examine the central reasons behind organizational failures to make necessary changes to adapt to circumstances. The authors trace organizational fears of change and failures to implement necessary changes in a sustainable fashion back to the tendency in human individuals to resist change. Black and Gregersen call these individual psychological obstacles 'brain barriers' that prevent organizational strategic changes becoming success stories. They call these brain barriers 'failures'-the failure to see, failure to move, and the failure to finish. The failure to see "keeps the change process from even getting started." But sometimes, even when change is put into motion, the "failure to move" keeps an organization's actors from fully entering the fray of the marketplace, and the "failure to finish" prevents the desired organizational changes from being implemented in a lasting fashion. (13-14)"
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Recommendations for Leading and Sustaining Change, 2007.
A review of the necessary steps to ensure the success of change in IT-based initiatives.
1,845 words (approx. 7.4 pages), 5 sources, MLA, $ 59.95
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Abstract
This paper takes a look at the transformation of IT-based initiatives and efforts into lasting, contributing and, valued line-of-business strategies. According to the paper, this is dependent on how companies approach changing everyday processes so they can be made more efficient and profitable given the IT investments made to make them more competitive. The paper goes on to discuss how, at the center of any successful business strategy is the ability of leaders, some in management others as de facto leaders, to initiate and sustain long-term change.
Outline:
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the Elements of an Organization's Culture and their Influence on Implementation
Strategies for dealing with Organizational Culture
Post-Implementation Management Strategies
From the Paper
"For lasting change to take place in any organization, and especially one that is promoting what had been many functional tools and applications only used internally to channel partners and distributors through a PRM system as General Electric had been doing prior to the implementation of these strategies, is at times perceived as a threat to their political power and importance of specific groups or organizations in the company. The perceived sacrifice of political power, importance and even value as an employee combine to create resistance to change, even if it means the company overall could grow in sales and ultimately profit employees personally as well. "
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How Will Climate Change Change Atlantic Canada?, 2006.
A discussion regarding Atlantic Canada and the unusual climatic changes.
1,125 words (approx. 4.5 pages), 2 sources, $ 44.95
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Abstract
This paper discusses how more and more scientists are now accepting that the world is undergoing unusual climate change. This paper examines the most important and likely ways that Atlantic Canada will be affected by climate change. The paper shows how climate change has the potential to have a devastating effect on the forests, farms and economy of Atlantic Canada. Natural Resources Canada reports that the latest analysis provided by the Intergovernmental Panel on Climate Change (IPCC) provides more scientific proof that climate change really is happening.
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"Bound to Lead: The Changing Nature of American Power" by Joseph Nye, 1992.
A critical review of the work arguing that the decline of U.S. is a result of manufacturing economy in decline, political and international turbulence.
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
" America, according to Joseph S. Nye in the introduction
to his book, Bound to Lead: The Changing Nature of American Power, is not in as much trouble as some "doomsayers" suggest. In his world view, "traditional theories about the rise and fall of great powers could lead Americans to pursue the wrong strategies in the new politics of the twenty-first century." (ix). The United States is not declining, he argues, but is merely experiencing a cycle of change, one which will redefine traditional hegemonic thinking. Some economists believe America's problems are the result of the government spending too great a percentage of the gross national product on defense, a situation sometimes described as "Imperial Overstretch." Nye disagrees with this conclusion and argues that America's decline Is the result of a manufacturing economy in transition. This..."
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Organizational Change: The Dynamics of Strategic Change, 2001.
This paper analyzes the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
1,750 words (approx. 7.0 pages), 13 sources, $ 56.95
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Abstract
This paper analyses the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
From the paper:
"Change requires change. Organizations today are making abundant changes internally to cope with a highly turbulent external environment. With frequent reorganizing, downsizing, rightsizing, delayering, flattening the pyramid, teaming and outsourcing taking place, careers and career opportunities are in pandemonium resulting from the progressive destabilization of relationships between people and organizations."
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Social Change Reflected in Linguistic Change, 2005.
A discussion of different social and linguistic values found in Canadian society, with particular emphasis on "Glocal English".
1,575 words (approx. 6.3 pages), 3 sources, $ 62.95
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Abstract
This paper discusses social change, reflected in different social and linguistic values. It discusses the changing Canadian English in French, in relation to "Glocal English", but also, the effect of multiculturalism, in the many languages spoken in large cities. The paper presents an interview with this in mind, indicating adjustments made by native English speakers in Toronto, without thinking, due to the many citizens who do not know English well. The paper concludes that "Glocal English" and Americanization are present, but also, this other fascinating phenomenon of social and linguistic change.
From the Paper
"Social Change Reflected in Linguistic Change. Introduction Social change indicates linguistic change, and notably, in an officially bilingual Canada whose English and French populations have seen the infusion of dozens of other languages, many of them that remain in daily use. In Metropolitan Toronto, one-half of the population was born beyond Canada and one grows accustomed to expecting that a stranger to whom one speaks will speak English as the second, third or perhaps fourth language. Another change pertains to both English and French Canada in the arrival of terms and pronunciations considered American and towards a more American idiom of Canadian English."
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The Changing Word of Changing Times, 2002.
A look at the development of English literature from the Anglo Saxon period through to the eighteenth century.
1,150 words (approx. 4.6 pages), 3 sources, $ 44.95
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Abstract
This five-page paper presents a detailed discussion about the changes that occurred in English literature from the Anglo Saxon period through the eighteenth century. The writer discusses subject matter, language, and style while comparing and contrasting the eras.
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Change Management of Non-Profit Organizations (NPOs), 2008.
Looks at the process of leading change that transforms the organizational culture of non-profit organizations (NPOs).
1,010 words (approx. 4.0 pages), 3 sources, APA, $ 35.95
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Abstract
This paper explains that leading an organization through change is often a major challenge for leaders and managers in the nonprofit sector. The author points out that a leader must steer the organization through this change while maintaining the integrity of its original mission and organizational objectives. The paper relates that organizational culture is often the largest barrier to transition, which presents numerous dilemmas and challenges to organizational leadership.
Table of Contents:
What is Culture?
How Can Culture Hinder Transformation?
Challenge to Change: The Implication for Nonprofit Leaders
From the Paper
"Communicating with organization members and assessing their expertise and insight into environmental influences could help a leader integrate the stories and myths of the organization into the plan for change. A good understanding and assessment of the organizational culture would benefit a leader looking to direct an organizational transformation. By harnessing the aspect of the culture that could possibly champion change, a leader could eventually rally the organization members to embrace transformation."
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Managing Organisational Change, 2003.
An overview of the strategies available to deal with managing change and the common problems associated with a change process.
3,675 words (approx. 14.7 pages), 11 sources, MLA, $ 101.95
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Abstract
This paper outlines the strategies available to deal with managing change, the common problems associated with a change process and how the FKI Logistex group has dealt with change in recent years. It looks at the manifestations of resistance to organisational change and strategies such as the planned approach and emergent approach in dealing with the change process. It also provides examples of how Logistex has changed recently and highlights how the company has dealt with its resistance to change in the form of better communications from top management and by implementing an internal change agent.
Outline
Executive Summary
Aim
Assignment Brief
Objectives
Introduction to change management
Introduction to FKI
Causes of Resistance to Organisational Change
Resistance to Change
Change Forces
Manifestations of Resistance to Change
TQM
Strategies
Planned Approach
Emergent Approach
Issues and Considerations When Managing Change
Change Agents
Company Politics
Continuous Change
Change within FKI Logistex
Conclusions
References
Bibliography
From the Paper
"External forces greatly influence the change in an organisation and are often the trigger for a change process. Some of the common external factors are economic, technological & social and political forces. All of these forces need to be analysed from whether it is a competitor?s new product pushing prices down and increasing competitiveness to the general trends of finance or the direction the government is taking the country and the tightening or relaxing of regulations. All of these forces require watching and acting upon when required."
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Organizational Change, 2007.
A general discussion of organizational change, using the example of change in low performing schools.
3,110 words (approx. 12.4 pages), 10 sources, APA, $ 90.95
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Abstract
This paper examines key concepts in organizational change, with a discussion on implementing changes in schools with low performance records. The first section of the paper defines organizational change. The paper describes the characteristics necessary for a leader to implement change within an organization. The role of the human resources department is also examined in terms of an organizational change. Four methods for handling change are presented and defined. The importance of having a strategic plan for implementing a change is also explored. This is the section in which change for low performing schools is used as an example.
Outline:
Overview of Organizational Change
The Skills that a Leader Must have for Implementing Change
Human Resources-the Key Element to a Successful Change Process
A Strategic Plan for Implementing Change
Bibliography
From the Paper
"Organizational change is often based on a single project and designates the nature of all those activities aimed at improving corporation's performance. The result of the above process bears the name of organizational development (OD) and refers to the company's evolution during change activities. This is a very important delimitation from a theoretical point of view as the two concepts often overlap in people's minds (McNamara, 1997). In time, organizational development made the object of several definitions which modified their content according to the transition from organizations perceived as stable and closed systems to organizations seen as flexible and environmentally adaptive entities whose most significant asset is represented by human resources. A standard definition from 1969 stated that: "Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge" (Beckhard, 1969, quoted by McNamara, 1997)."
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