Behavior of Effective Change Leaders
The behavior of Effective Change Leaders is a concept that identifies individuals in leadership possessing a character trait that enables them to initiate, manage and sustain change in their organizations. An example is an ability to convince other members to embrace change irrespective of their previous stand.
Elements That Should Be Considered For Leading Change
This concept refers to fundamentals necessary for a successful change process. One of the fundamental aspects is the generation of vision and strategic plan for change.
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Contextual Factors to Consider In Designing an Effective OD Design
Conceptual factors refer to unique features in which the organization is embedded in and are crucial for a successful organizational development process. One of the contextual factors includes culture which analyses people beliefs, values and assumptions.
Leadership Strategies for Motivating Change
This concept refers to mechanisms developed by management to enhance the start, process and after a change process. Examples include engaging in team building exercises and use of a technological structure such as adopting an enterprise resource planning.
Leadership Strategies for Creating a Vision
Leadership strategies are plans and consideration that leads need use while creating a vision. Strategies include patient to incorporate all stakeholders, simplifying the concept to be easy to communicate and making it appealing to organization stakeholders.
Leadership Strategies for Developing Political Support
This concept deals with means of mobilizing members in an institution to become proactive in the change process. An example of such strategy is the rewarding short-term winners in the change process.
Leadership Strategies for Managing Transformations
This concept deals with the tools leaders use in the change process. The tools provide a pre-defined plan to enable start, go through and maintain the change. An example is the usage of Lewin's change model.
Leadership Strategies for Sustaining Change Momentum
Sustaining change refers to strategies devices to maintain the introduced change. Examples include keeping change champions as group heads and regular team building activity to exercise the skill required for the change.
Leadership Strategies for Evaluation of Degree of Implementation
The degree of implementation refers to the level of adoption of the changed organization. Assessment is required to determine how well the new concepts have been adopted. An example of evaluation of a change in employees reporting time is observing the measurable. In this case, the employees' reporting time with the set time.
A description of Kotter's Eight-Step Model of Dealing with Planned Change
The Kotter’s eight-step model of dealing with planned change is a change management tool. It was developed by John Kotter and provides an eight-step procedure of how to implement change in an organization. The steps are explained below.
Creating a Sense Urgency for Change
This first step involves identification of areas in an organization that needs the change urgently and communicating its relevance.
Creating a Guiding Coalition
In Kotter's model, this step addresses the point of mobilizing human resources perceived crucial to the success of the planned change.
Developing a Vision and Strategy
At this stage, a future model of the proposed change is generated in an easy to understand and appealing way.
Communicate the Change Vision
The fourth step deals with strategies to continually remind members of an organization of the proposed new practices.
Empower Broad-Based Action
This step highlights the need to enhance members’ capability to achieve the change. It involves training and starting a reward program.
Generate Short-Term Goals and Wins
Short term goals and wins refer to preset short time frames such as six months in which achievements related to the proposed change are identified.
Consolidate Of the Wins and Produce More Change
Consolidation of the wins refers to the summation and maximization of the achieved short-term success to realize the overall desired change.
Anchor New Approaches in the Organizational Culture
This last step and it focuses on management highlighting the positive aspects change has brought to the organization and encouraging members to embrace it.
Process Consultation
Process consultation refers to enhancing interpersonal relations and overcoming social dynamics. It looks at problems such as poor communication skills, interpersonal conflicts, and ineffective practices. Process intervention equips members’ skills and an understanding to resolve issues by themselves. It is most useful at the individual, organizational level.
Team Building
Team building refers to members being involved in activities that enhance their effectiveness in diagnosis and resolution of problems in a group process. As such, they become efficient in attaining group goals. An example is an involvement in sports such as chess to enhance planning and strategy. Team building is efficient at group organizational level.
Intergroup Relations
Intergroup relations deal with means of improving intergroup relations in an organization. Group members are equipped with skills to identify and resolve group problems. An example includes the use of a consultant to aid two conflicting departments to identify and solve their problem. It is both practical at the organizational and group level.
Structural Design
Structure designs specify how the organization specifies task performance and categorize labor. It encourages usage of modern organizational structures such as customer-centered, process-based and network-based. It also focuses on establishing which structure best works for the organization. This intervention strategy best works at the organizational level.
Re-engineering
Re-engineering deals with reorganization of organization functions to attain enhanced efficiency, coordination, and consolidation of organizations' processes. Its success is anchored in the observation of organizational development principles during the restructuring and often uses technology-based solutions such as the introduction of an organization management software. It is most useful at the corporate level.
Employee Involvement
Employee involvement emphasizes on equipping the employee with power, knowledge, and reward in the organizational processes. The employees are made to feel more important and appreciated in the long ran increase their productivity. Examples include the development of union-management projects. It is valid for the group and organizational level of intervention.
