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TP 038888
Question 1: • Lack of power and status
Why did - Newly created position

Richard fail - Barely known his peers

his first • Lack of trust

attempt to - If he was familiar with some

managers, he can gained more
implement trust
change ? - The managers will not have much
Question 1: • Fear to change
Why did - Richard did not determine whose
support was necessary
Richard fail - Could not get functional managers to
his first agree on the requirements of the new
attempt to • Failed to make a systematic diagnosis
implement of the reason for the problem
- Perception of the of the problem was
change ? biased
- Quickly assumed that the cause of the
problem was obsolete technology
Question 2: Kotter's 8 forces
• Create a sense of urgency
actions by - Gather more information about the
Richard that - Gained support from the CEO
were more • Creating the guiding coalition
effective for - Met with department managers
implementing • Developing a clear vision
change in the - People began to work together, they
realize how serious the problem were
Question 2: • Share the vision
Subsequent - Involve more people in the change process
actions by • Empower people to clear obstacles
Richard that - When one department opposed a change,
everyone looked at the CEO and CEO make
were more it clear that she supported the task force
effective for
• Secure short term-wins
implementing - Company eliminated many of the steps
change in the formerly required to process an order
organization - The average number of days to fill an order
was reduced by nearly half
Question 2: • Consolidate and keep moving
Subsequent - More orders were being made electronically
actions by - Most mistakes in the billing process were
Richard that eliminated

were more • Anchor

effective for - People discovered that could actually
change things for better
implementing - Many of them volunteered to serve on
change in the teams that would continue to look for ways
organization to improve quality and customer services
• The change leadership provided
Question 3: by the CEO as follows:
Evaluate the • Fielder's Contingency Theory
change - More to task structures and high
leadership position power

provided by - Priority on task accomplishment

as when Richard failed, she
the CEO showed her dissatisfaction directly
and obviously
• Delegation
Question 3: - CEO authorized Richard to
Evaluate the implement the plan.
change - But still, the CEO will have the
leadership ultimate responsibilities upon
provided by the everything in organization.
• Organizational Change
Question 3: - CEO emphasizes the importance
Evaluate the of change of the behaviour of the
change individual.
leadership - Involved role-centred change
provided by which means cross functional task
the CEO force and change in competitive