Integrative Paper

This paper is an analysis that gives the concepts presented by John P. Kotter’s, “The Heat of Change”, book and the concepts presented by Ivancevich, Konopaske, and Matteson’s, Organizational Behavior and Management text book. Kotter wrote and gave comparative situations on dealing with human behavioral and how to better manage them when presented in an organizational situation. He gave real life stories of events that happened in organizational situation. Kotter showed how the employees and team members became motivated and how they overcame obstacles in his book. Organizational Behavior and Management textbook gave theories, research and organizational applications that influenced the organization. Organizational behavior can be used to help companies create positive and effective company cultures, resulting in a more productive and profitable organization as a whole. In order to do this management must focus on each level: the organization as whole, organization groups, and individuals. Organizational Behavior and Management concept and The Heart of Change gave indicators that where successful interpretation of one another perceptions. The two books where a complement to one another while establishing each other theories.

Increase Urgency
Increase urgency action is the first step presented in The Heart of Change book which presents eight steps for a successful large-scale transformation to create a sense of urgency that the change is necessary. Urgency helps motivate employees to overcome changing behavior that suggest fear, anger, or negativity which could result in conflict. Employees see increase urgency without also increasing fear and anger first employee would have to maintain a clear problem definition and using illustrations that shows why the change is of urgency. People visualizing the dramatic situation instead of giving them an analysis a situation are a method that was mentioned in the book. The author gives a new behavior illustration of, “People start telling each other, “Let’s go, we need to change things!” (Kotter, p. 6) The core issue is the behavior of people who are ignoring how the world is changing, who are frozen in terror by the problems they see, or who do little but bitterly complain. (Kotter, The Flow of Change) Build the Guiding Team

Building the guiding team action was the second step to successful change needs effective leadership to provide the vision and to manage the process. The guiding team requires individuals with the right attitude, skills, and power. These skills include: relevant knowledge of the competitive environment and internal operations, credibility, connections, leadership and managerial skills. Useful teams require real teamwork. Employees share some of the same sense of urgency, are guided by clear leadership, and coordinate their change. The author states building the guiding team new behavior as a group powerful enough to guide a big change is formed and they start to work together well. (Kotter, The Eight Steps for Successful Large-Scale Change) By creating a positive feelings and trust can make a person act as an effective team. In order for commitment to develop in an organization, the company must positively reinforce behavior toward commitment. As a manager the manager should lead the team to reinforce a positive behavior that drive the employee towards commitment and build upon them. Getting the Vision Right

Get the vision right action is third step to successful large-scale change with the new behavior of, “The guiding develops the right vision and strategy for the change effort. (Kotter, The Eight Steps for Successful Large-Scale Change) People choose positions that reflect and communicate their role and actual or desired status in society. Employers must be aware of the status symbol potential of employees and benefits. Communicate for Buy-In

New Behavior, “People begin to buy into the change, and this shows in their behavior.” The interpretation is that when an employee is communicated with and showed that a position change is possible then that is when they accept the change. Change can be a positive or negative way of communication to a team of employees. As an employee in a government environment communication is transmitted through email and staff meetings. Organizational Behavior and Management textbook covered in Chapter 4 perception. The textbook gave a definition of perception as the process by which an individual gives meaning to environmental stimuli. It involves observing, selecting and interpreting information. (Ivancevich, Konopaske, & Matteson, p. 90) By relaying the new duties and responsibilities by communication would give the employees the perception that the changes will better the job tasks. Communication is the glue that holds the organization together. (Ivancevich, Konopaske, & Matteson, Communicating Effectively) The elements of communication are a nonverbal communicator, downward communicator, upward communicator, horizontal communicator, and diagonal communicator.

Empower action
New Behavior, “More people feel able to act, and do act, on the vision.” (Kotter, The Eight Steps for Successful Large-Scale Change) This new behavior discussed in the chapter was very informative about how employees are empower action. A comparative with The Heart of Change book that Ivancevich, Konopaske, Matteson gave in the textbook on motivation was job satisfaction with the feeling of achievement. The Herzberg’s two-factor theory was no job dissatisfaction, high job satisfaction and no job dissatisfaction, no job satisfaction. (Ivancevich K. M., p. 118) To clarify this employee want the efforts they put into the job to have a high performance value to the feel motivation. Employers have to show credibility in order for the personnel to act in a behavior of trust and have confidence that the organization is there to meet the needs for both the organization and the employee. Create short-term wins

New Behavior, “Momentum builds as people try to fulfill the vision, while fewer and fewer resist change.” (Kotter, The Eight Steps for Successful Large-Scale Change) Employees need vision to see the organizational goals and expectation of the company. Kotter gave an example in the book how the organization built on momentum. Generating sufficient wins fast enough to diffuse cynicism, pessimism, and skepticism. (Kotter, The Hear of Change) We can only assume that managers will place premium on short term goals to build on the employees and the organizational satisfaction goals. It is important to maintain a committed team environment with organizational changes. Being consistent with the employees when it comes to change is very important to the employee when it comes to meeting the vision that they have accomplished their goal. Through performance appraisals and training an employee will address the employee vision and the changes that need to be made through expectation goal. Don’t Let Up

New Behavior, “People make wave after wave of changes until the vision is fulfilled.” (Kotter, The Eight Steps for Successful Large-Scale Change) Management has to make rational decisions when it comes to the subordinates seeing the organizations vision to improve the work environment. Personnel usually become disgruntle an irate with change. Having an authority figure changes the process of the duties and responsibilities usually affect the work performance of the employee. Sequentially it causes problems with Make Change Stick

New Behavior, “New and winning behavior continues despite the pull of tradition, turnover of change leaders, etc. (Kotter, The Eight Steps for Successful Large-Scale Change) In our textbook Organizational Behavior and Management the author talked about formalization and centralization in the organization. Formalization is written procedures and directives that employees follow for functional departmental control. Centralization is the delegation of management in the organization that makes the decisions within organization. The complexity that Kotter formulated with the behavior changes that lead to change with the leadership in an organization. Kotter gave a definition for making change stick, “Ensuring that people continue to act in new ways, despite the pull of tradition, by rooting behavior in reshaped organizational culture.

By using the employee orientation process, the promotions process, and the power of emotion to enhance new group norms and shared values. (Kotter, The Hear of Change) When employees have a since of responsibility within their duties the employee has a change of behavior toward the organization. The personnel are dedicated with the same vision as the company. They have a since of ownership with the company and are more likely to do more than their daily job duties. When management let the employee take on other roles within the company it give the employee confidence that management trust and respect their role with the company. In conclusion of Kotter, “The Heart of Change” book he gave practical everyday situations that was relatable to different organizational structures.

With an organizational change in the workplace how the employee needs to see, feel and then have the change in a work structure. Regardless of the overall process that it takes for management to compel the people in the organization the vision of the company. It gave useful dialogue that could be used in the workplace for training purposes. Stories such as, “Gloves on the Boardroom Table”, Meetings Down Under” or even “The Worldwide Competition” all gave relatable examples that human resources or management could use for training purposes.

Works Cited
Ivancevich, K. M. Herzberg’s Two-Factor Theory.
Ivancevich, Konopaske, & Matteson. Communicating Effectively. Ivancevich, Konopaske, & Matteson. The Perceptual Process. In Ivancevich, Konopaske, & Matteson. In J. P. Kotter, The Hear of Change.

The Eight Steps for Successful Large-Scale Change. In J. P. Kotter. Kotter, J. P. The Flow of Change.