TP 038888 Question 1: • Lack of power and status Why did - Newly created position
Richard fail - Barely known his peers
his first • Lack of trust
attempt to - If he was familiar with some
managers, he can gained more implement trust change ? - The managers will not have much opposition Question 1: • Fear to change Why did - Richard did not determine whose support was necessary Richard fail - Could not get functional managers to his first agree on the requirements of the new system attempt to • Failed to make a systematic diagnosis implement of the reason for the problem - Perception of the of the problem was change ? biased - Quickly assumed that the cause of the problem was obsolete technology Question 2: Kotter's 8 forces • Create a sense of urgency Subsequent actions by - Gather more information about the delays Richard that - Gained support from the CEO were more • Creating the guiding coalition effective for - Met with department managers implementing • Developing a clear vision change in the - People began to work together, they realize how serious the problem were organization Question 2: • Share the vision Subsequent - Involve more people in the change process actions by • Empower people to clear obstacles Richard that - When one department opposed a change, everyone looked at the CEO and CEO make were more it clear that she supported the task force effective for recommendation • Secure short term-wins implementing - Company eliminated many of the steps change in the formerly required to process an order organization - The average number of days to fill an order was reduced by nearly half Question 2: • Consolidate and keep moving Subsequent - More orders were being made electronically actions by - Most mistakes in the billing process were Richard that eliminated
were more • Anchor
effective for - People discovered that could actually change things for better implementing - Many of them volunteered to serve on change in the teams that would continue to look for ways organization to improve quality and customer services • The change leadership provided Question 3: by the CEO as follows: Evaluate the • Fielder's Contingency Theory change - More to task structures and high leadership position power
provided by - Priority on task accomplishment
as when Richard failed, she the CEO showed her dissatisfaction directly and obviously • Delegation Question 3: - CEO authorized Richard to Evaluate the implement the plan. change - But still, the CEO will have the leadership ultimate responsibilities upon provided by the everything in organization. CEO • Organizational Change Question 3: - CEO emphasizes the importance Evaluate the of change of the behaviour of the change individual. leadership - Involved role-centred change provided by which means cross functional task the CEO force and change in competitive strategy.