MNG3702 ASSIGNMENT RATED A+.

The change model of John Kotter Step 1: Establishing a sense of urgency According to Botha and Venter (2022: 245), in this stage, leaders must establish the necessity for change and foster a sense of urgency about it (Botha and Venter 2022: 245). Employees must be persuaded that failing to change would endanger or hinder the organization’s ability to continue succeeding in order to instill a feeling of urgency about the need to change (Botha and Venter 2022: 245). For example, in the case study, Ms Cynthia Carroll as CEO of Anglo American, was able to initiate the necessary change in order to bring safety to the work environment with was an urgency. Step 2: Creating the guiding coalition A coalition that serves as a guiding force for change within an organization is made up of people who possess the necessary knowledge, abilities, and attitudes (Botha and Venter 2022: 245). As described by the term "change agent," a member of an organization responsible with managing change, this set of people ought to take on the role of change agents (Botha and Venter 2022: 245). The creation and implementation of a change roadmap is one of the steering coalition's major responsibilities (Botha and Venter 2022: 245). A fair mixture of persons who complement one another should make up the coalition (Botha and Venter 2022: 245). Step 3: Developing a change vision This step's goal is to develop a compelling change vision that employees can support and will inspire them to embrace change (Botha and Venter 2022: 245). A change vision should emphasize the organization’s goals and the need for change. Kotter offers recommendations for a strong change vision (Botha and Venter 2022: 245). It must offer a compelling, unambiguous picture of the future, in other words, it should be conceivable, appealing to stakeholders' long-term interests and, consequently, desirable; realistic and attainable; focused and clear enough to guide decision-making; and flexible, allowing individual initiative and alternative responses as circumstances change (Botha and Venter 2022: 245). It should also be simple to communicate and explain (Botha and Venter 2022: 245). Determining the transformation vision and the broad plan for attaining it is a step in the strategy formulation process in strategic management (Botha and Venter 2022: 245). Step 4: Communicating the vision for buy-in It is not sufficient to simply inform employees about change; they also need to comprehend what it implies, why it is essential, and why it will be advantageous (Botha and Venter 2022: 246). Consistent and widespread communication about the shift is required (Botha and Venter 2022: 246). Through the actions and words of leaders, one of the most effective methods for communicating the vision is used (Botha and Venter 2022: 246). Step 5: Empowering broad-based action The people in charge of bringing about change must be given the authority to do so, and barriers to change both actual and potential must be eliminated (Botha and Venter 2022: 246). Both structural and human hurdles, such as reluctance to change or a lack of skills, may be present (Botha and Venter 2022: 246). Structural barriers include systems that are not aligned with the necessary change (Botha and Venter 2022: 246). Step 6: Generating short-term wins The process of implementing a strategy at a large scale can be drawn out. It's essential to demonstrate some immediate outcomes in order to maintain the momentum (Botha and Venter 2022: 246). According to Kotter, this could involve establishing performance goals that are in line with the change and then recognizing and celebrating when those goals are met (Botha and Venter 2022: 246). Such accomplishments lead to additional change (Botha and Venter 2022: 246).