Managerial Decision Making
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John P. Kotters 8 Step Change ModelWeek 10 Individual Work 2Dorothy LucasMAN 1540Managerial Decision MakingEverest University OnlineDecember 18, 2014Professor KennedyAbstract   It is a test proven fact that no one person can make a change all alone. It takes a group, working together to achieve the same focus for the organization. The team members must trust each other and share the same visions. The team working as one entity should focus on position power it is to have enough employees to see it through, expertise is all points of views should be represented, credibility is the fact that the group should have the other employees to back them so they may be taken seriously, leadership should have enough leaders to drive the project home (www.kotterinternational.com).  You must know who your true leaders are and have a great set of employees willing to help. John P. Kotter’s 8 Step Change Model   Personal attributes and position characteristics are the two basic factors that determine a person’s power in an organization. Expertise is reliable, effort is dependable, attraction is likable, and legitimacy is acceptable (Whetten & Cameron. 2012).   Expertise can reflect the knowledge and capabilities, personal attraction can involve the affective appeal, effort is the suggestion of personal commitment and motivation, and legitimacy is credibility. Expertise is important because we are in the technological age, personal attraction is the charisma, effort is the dependable age, and legitimacy can increase acceptance (Whetten & Cameron, 2012).
John Kotter’s principle for leading change   In order for change to happen, it helps if there are a sufficient number of people within an organization that wants the change. An organizational change initiative when using Kotter’s (1995) 8 step to change model as a benchmark of success.  John Kotter 8 steps for change: Step 1 create urgency, which is develop around an early task, it can involve a full SWOT analysis. In order to gain needed cooperation urgency is needed. “Without motivation, people won’t help and the effort goes nowhere” (Kotter, 1995, p.60). Step two forming a guiding coalition, which means change has to be led by a strong leader, Step 3 Develop a clear vision and strategy for the future changes, the vision has three important purposes. First, by showing the change; second, motivation people to take action; and thirdly help coordinate the action to be taken (Kotter, 1996). Step 4 is communicating the vision you need to be able to communicate the new vision effectively, which includes repetition, explanation, and leading by example (Kotter, 1996). Communication starts with the leader walking and talking the talk. Step 5 gives others a chance to act on the vision. Enabling action and removal of obstacles a chance to take a risk. Step 6 Generating short-term wins that creates opportunities, and to plan for visible improvement. Step 7 holds the gains and build on change brings new blood into the organization, but Kotter warned them “Do not declare victory too soon” (Kotter, 1995, pg.66). Step 8 Anchor changes in culture that changes the way things are done (strategies-for-managing-change.com). Show peoples how the changes will affect the organization by improving it, and the next generation also.