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Errors in change using Kotter's model

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1. Using Kotter's model, identify the three (3) most significant errors made out of IBM, McDonalds, Hewlett Packard and describe the ramifications of those mistakes.

2. Make at least one (1) recommendation for each company that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process

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I have outlined a response for you.

1. The company did not identify the problem correctly or soon enough to prevent it from escalating. This forced each company to make changes without fully being aware of what changes were required and how to fix them. Customer needs and changes in the competition worked to force all three companies into a fast fix mode, which with proper scans and identification of the problem could have eliminated a lot of wasted time and effort.

In the case of IBM, this is very easily identified. Companies were making smaller, more efficient, less expensive computers for use. Mainframes were less necessary for ...

Solution Summary

A review of how the errors made at the three named companies could have been avoided using Kotter's 8 step model.

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Drawing on the material in the required and background reading, prepare a 6-7 page paper (not including cover and reference pages) in which you:
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(Required Reading)

Aguirre, D., and Alpern, M. (2014). 10 principles of leading change management. Organizations and People, (75). Retrieved from http://www.strategy-business.com/article/00255?gko=9d35

Anderson, C.S. & Zaballero, A.G. (2015) Organization development and change models. In Zaballero, A.G., Corn, C.M. Haynes, C. Rothwell, W.J. Anderson, C.S. & Park, C.H. (eds) Organization Development Fundamentals: Managing Strategic Change. Alexandria, VA: Association For Talent Development. Chapter 2: pp 13-42

Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter's 1996 change model. The Journal of Management Development, 31(8), 764-782. doi:http://dx.doi.org/10.1108/02621711211253231

Appreciative inquiry commons (n.d.). Retrieved from http://appreciativeinquiry.case.edu

Why Implementation matters. http://www.mckinsey.com/insights/operations/Why_implementation_matters#

Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's learning organization. Systemic Practice and Action Research, 25(1), 39-55. doi:http://dx.doi.org/10.1007/s11213-011-9201-0.

Change First (2014). How to actively engage your people in organisational change.

Choi, M. (2011). Employees' attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500. doi:10.1002/hrm.20434

de Caluwe, L. & Vermaak, H. (2004). Change Paradigms: An Overview. Organization Development Journal, 22(4), 9-18.

Decker, P., Durand, R., Mayfield, C. O., McCormack, C., Skinner, D., & Perdue, G. (2012). Predicting implementation failure in organization change. Journal of Organizational Culture, Communication and Conflict, 16(2), 29-49.

Isett, K. R., Glied, S. A., Sparer, M. S., & Brown, L. D. (2013). When Change Becomes Transformation. Public Management Review, 15(1), 1-17. doi:10.1080/14719037.2012.686230

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.

Leadership styles. (2008). Leadership Toolbox. Retrieved from http://www.leadership-toolbox.com/leadership-styles.html

Pardo-del-Val, M., Martínez-Fuentes, C., & Roig-Dobón, S. (2012). Participative management and its influence on organizational change. Management Decision, 50(10), 1843-1860. doi:http://dx.doi.org/10.1108/00251741211279639

Poole, M. S., & Van de Ven, A. H. (2004). Handbook of Organizational Change and Innovation. Oxford, UK: Oxford University Press.

Prosci. (1996-2014). Change management - the systems and tools for managing change . Retrieved November 20th, 2014, from http://www.change-management.com/tutorial-change-leadership-mod3a.htm

Reissner, S. C., Pagan, V., & Smith, C. (2011). 'Our iceberg is melting': Story, metaphor and the management of organisational change. Culture & Organization, 17(5), 417-433. doi:10.1080/14759551.2011.622908

Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Retrieved from Trident online library eBook Academic Collection (EBSCO)

Wei, M., & Ooi, T. (2011). Organization transformation: What matters most is the leader's actions. International Journal of Emerging Sciences, 1(3), 211-230.

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