Compare and contrast the various steps in three of these models. Comparison The steps in models Ten Commandments, Ten Keys and action steps are meant for managerial practice. The steps in these three models recognize the need of involving leaders and other stakeholders in formulating management policies. For instance, in Ten Commandments step 5 seeks to support a strong leader, while step six involves the participation of a political group. In the model Ten Keys, step six seeks participation from stakeholders while in action, and steps one and two seek the participation of group leaders and other stakeholders in formulating management policies. The steps also recognize the need of communication in affecting management change.
In the Ten Commandments, it is stated in step nine, while in Ten Keys – in step ten. The model action recognizes this need as important and it places it in steps three and nine. Contrast Models Ten Commandment and Ten Keys have ten steps for management while a model action step has 12 steps for management. In Ten Commandments and Ten Keys, step one, two and three are of a vision.
They tell about creating a vision for the company. For instance, in Ten Commandments, step one identifies the need for change, step two creates a shared vision and step three separates the vision from the past. In Ten Keys, step one identifies the vision, step two mobilizes the vision and step three catalyzes the vision. While in action steps, the first three steps of the model involve seeking support from the people. Step one involves getting support from key leaders of the groups in the organization; step two involves leaders of the groups in creating change behavior while step three involves means of communication. Different aspects of management policies are outlined in the various steps, thus, there is no specific step to be followed while handling management change.
For instance, in Ten Commandments, the need to communicate is in step nine, while in Ten Keys the need to communicate is in step ten. In action plan, the need to communicate is in steps three and nine, and basing on this, these three models impose different levels of importance in communicating management change. Own model, based on your response to question 1 above.
‘The Eight Tenets Model’: 1. Create and define a vision. 2. Communicate the vision to other stakeholders and employees. 3. Develop enabling structures for vision implementation. 4. Obtain participation in the change. 5. Train and coach leaders of the groups. 6. Reward positive participation in the change. 7. Institutionalize change. 8. Create Feedback Avenue. Do you have a preferred sequence of steps? Why? I have a preferred sequence of the steps. Just as outlined in the Eight Tenets Model, the first step of the sequence is creating a vision for the management change.
For any manager to effect changes in managerial system, a vision needs to be created since this is the driving force of the change (Aalst and Hee, 2002, p. 43). Once the vision is identified, communication is necessary so that stakeholders in the business and employees are informed of the new vision and act in accordance with it. Once information has passed to the employees and business stakeholders, structures need to be developed for easier implementation of the management vision. And when structures are developed, it will be necessary to seek participation from various groups of the enterprise (Lishak, 2006, p.
12). This is necessary since their support is crucial for the fulfillment of the vision and those who do not support the changes are allowed to leave the company. Steps five and six involve coaching and giving out rewards for participation in the change process. Leaders of the groups who embrace change are to undergo a training which involves various aspects of change as this will be for ease of implementation. Rewarding positive participation at step six is crucial for increasing the morale of the staff and creating good rapport with all stakeholders of the organization. Once all this steps are followed, the change needs to be institutionalized as it becomes the vision that drives the growth of the company after which feedback is expected from clients and its employees (Anderson and Bolt, 2011, p.
24). Identify two key management skills associated with each step. Which ones are your strongest and weakest? Step one: Creating and defining a vision. Management skills: Conceptual skills Decision making skills Step two: Communicating the vision with other stakeholders: Communication skills Decision making skills Step three: Developing enabling structures for vision implementation: Communication skills Technical skills Step four: Obtain participation in the change: Inter-personal skills Leadership skills. Step five: Train and Coach Leaders of the group: Leadership skills Technical skills Step six: Reward positive participation in the change: Inter-personal skills Decision making skills Step seven: Institutionalize Change: Technical skills Time management skills Step eight: Create feedbacks Communication skills Decision making skills As a manager, the strongest management skills I possess are Communication skills Inter-personal skills Leadership skills The worst skills are Technical skills Conceptual skills. When you experienced organizational change, which steps have been handled the best?
Which ones were handled the worst?
Why? The best steps in organizational change I have experienced are on communicative stage. The management effectively communicated the planned transition to stakeholders and employees of the company. Due to this, the employees willingly embraced change and participated in the implementation of the vision (Whittington and Pany, 2012, p. 56). The stage which was handled the worst is on developing structure for change implementation. The company lacked expertise that could develop efficient structures for change implementation. Reference List Aalst, W.V. , and Hee, K.M. , 2002. Workflow management models, methods, and systems Cambridge, Mass. : MIT Press.
Anderson, L.E. , and Bolt, S.B. , 2011. Professionalism: skills for workplace success (2nd ed. ). Upper Saddle River, N.J. : Pearson Education/Prentice Hall. Lishak, A., 2006. Manager. London: Franklin Watts. Whittington, R., and Pany, K., 2012. Wiley CPA Exam Review Focus Notes: Business Environment and Concepts 2012. Hoboken, N.J. : Wiley.