MSC-Helga Kristin Magnusdottir-June 2018.pdf

We tried to find people that were familiar with the

  • No School
  • AA 1
  • 49

This preview shows page 37 - 39 out of 49 pages.

with the four main characteristics Kotter describes in his 8-step process. We tried to find people that were familiar with the project at hand and had the knowledge and experience needed. In some cases, the most qualified persons chosen had little or no time to contribute to the work, but it was essential to have them onboard. However, in some cases, interviewees doubted that all participants had been selected with the four characteristics in mind, stating: Some people might have been chosen because they had a free time to work on internal projects. They contributed to the work but if the managers had not been a part of the group it would have been a week group. After some time in the process of implementing the change, there were changes in the management team. The researcher wanted to know if this had an effect on the process. We lost the back-up, and it affected some projects more than others. The changes in the management team seemed to have affected the backup of the projects. One interviewee stated that it had affected the implementation and that it had slowed down the process: The managers worked well together, but the changes in the management team caused the process to slow down. Looking on the bright side, it was good to stop and justify why these were the priorities and changes we wanted to implement in the beginning. From the answers, it seems that the key people, managers, and middle managers, were on board with the changes and formed the guiding coalition. In addition to that, there were some other participants that might not have had the power or authority, but they contribute to the work which was worthy. According to Kotter (1995) the senior management always forms the core of the guiding coalition group, but in a large organization guiding coalition may start with few people and will eventually have to grow bigger (Kotter, 1995). It can be said that, in this case, that was what happened. At the beginning of the process the managers were the only ones on board, and in few months, the group had grown with additional people outside the management team.
Image of page 37

Subscribe to view the full document.

25 4.2.3 Form a Strategic Vision and Initiatives Kotter (1995) mentions that in every successful transformation effort the guiding coalition develops a vision that is relatively easy to communicate (Kotter, 1995). The firm had selected four strategic projects to focus on. Each project got its own vision. One interviewee felt that at least one project did not have a clear vision from the start but was better formed in the process. Another interviewee was very convinced that the vision was clear for the projects and that managers agreed on it; they stated: The vision was clear, and we all agreed. Another agreed that the vision was clear but added that employees may not have understood the purpose of the vision: The vision was ready and clear. Employees, on the other hand, did not seem to understand it.
Image of page 38
Image of page 39
  • Fall '19
  • Qualitative Research, John Paul Kotter

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern