Leading Through Change

Change happens in a business environment for a variety of reasons. Those reasons depend on both internal and external factors.

This paper focuses on the various strategies of organization change based on the leaders’ pet peeves. It has researched articles from various authors. One of such author is Kowaski, Robin M. in his book, “Complaining, Teasing and other Annoying Behaviors”. The paper has gone further to provide the recommendations on how these organizations changes are carried out. The paper has reviewed the case scenario of a C.E.O who wants to bring about change, but is concerned by the large size of the employees and a company’s long history without change. In the first section of the discussion, the paper highlights data observed

As said above good communication can really help people accept a change more quickly. Working as a team can really help to adapt to change

There are many metaphors for change. I had been challenged one time at my church gathering to view change as a journey, from one place to another. It is easier to focus on where the journey started, and finally where it ended and forget any lessons learned while travelling. I have often heard it said, “When one door closes, another one opens”. What they don’t tell you, is that between the closed door and the open one is a long dark hallway. I think whether in an organization or in my personal life, change can feel like stumbling around in the dark. The familiar is left behind, and we venture into the unfamiliar. I believe the biggest challenge is not getting lost on this

Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an

This book presents an array of practical procedures which can assist the prudent practitioner in preparing for change and how to handle all of the up’s and downs which accompany change. The two strengths in this book revolves around asking the right diagnostic questions which pave the way for change and the many characteristic of leaders who lead.

The watching of the videos “The Principal Story” and “North Grand” in combination with reading the textbook “Leading in a Culture of Change” by Michael Fullan and our class discussions have provided me with many insights about my future as a high school principal. I have served as a mathematics teacher for almost twenty-three years and have served in many leadership roles throughout my career, however my participation in this course has verified that, although I have a strong foundation of knowledge, I still have much to learn about leading a school. I am coming to understand the position of principal is a monumental task and should be entered with into with much thought. Holding this role as principal requires that I use this position to

Organizational change is often used to improve all or part of an organization, such as a process. Organizational change may occur as the organization changes its strategy for success or when there were decisions made to change the entire environment that the organization is currently functioning under (Cawsey, Deszca, & Ingols, 2011). Change can also occur as the organization evolves while moving through life cycles. In order for organizations to grow and develop, there must be change at various stages of this process.

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

Drawing on theory and practice from the programme on leading effective change, critically review your style of working with others, and consider how your approach to thinking and acting has affected your impact in your work. What have you learned about leading effective change?

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. - King Whitney Jr.

In this rapidly developing world, change is inevitable and therefore organizations are subject to implementing change to keep up with its competitors. It is a matter of time and be it person or business, at some point in time you might have been disappointed with the way things are done or other external factors, which requires you to take radical decision. It is the time when you need to reflect back and analyze where you need to do to achieve the desired outcome. The same applies to organizations and it entails reforms or strategy to achieve the visions of the organization.

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