Ctc Aerospace Systems Change Process Model

805 Words 4 Pages
This added definition in the Kotter (1995) model provides improved clarity to better define the change process. This model will be used to further evaluate change at UTC Aerospace Systems.

UTC Aerospace Systems Change Process
UTC Aerospace Systems organisational strategic plans are developed using the Policy Deployment method based on the Hoshin Kanri concept (Lee and Dale, 1998). The process is performed yearly and re-evaluates the company’s short and long term mission, vision and objectives and these are flowed to the different segments of the company. The outcome of the strategic planning process defines the strategy and plan for change to achieve the required corporate objectives and vision. This process addresses the first three steps
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These are individuals and groups who take responsibility for altering the existing behaviour patterns of another person or social system (Schermerhorn et al, 2012). Buchanan and Boddy (1992) suggested competencies of effectual change agents are good communication abilities, clarity of defining goals, team building, negotiation and influencing skills to achieve commitment to goals. Selecting change agents who are strong, visible, influential champions, can act as rallying points, have genuine passion for modernisation, and who can influence groups at all levels of the organisation will greatly increase the probability of a successful change (Carter et al, 2005; Stum, 2009). Therefore, selection of the right change agents is an important element to successfully achieving the goals of any …show more content…
Bridges (2003) suggests selling the planned change early and staying positive and upbeat is extremely important. Studies by Hartel et al (2005), supported Bridges (2003), finding greater implementation change success occurred when change agents aroused hope and action with people early in the change by promoting wide involvement and active discussion of the proposed change. In order to increase employee acceptance and involvement in a change, leaders as change agents must justify the relevance and rationale for change, provide employees with relevant information with respect to impending changes, address employees’ concerns and questions and understand the ways in which a change might affect employees (Rousseau and Tijoriwala,1999). This suggests remaining positive and communicating relevant change information and addressing employee concerns is important for successful

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