Homework Question

Running Head: KOTTER’S STEPS 3 and 4 1

KOTTER’S STEPS 3 and 4 2

5-2 Final Project Milestone Two: KOTTER’S STEPS 3 and 4

Name: Patricia Vela

Instructor: Dr. Paul Lockwood Brown ED. D, MBA

Alaska Airlines Case Study

What happens in regard to the Kotters step 3 and 4?

The Alaska Airlines case analysis indicates what the group management had to start off so as to initiate some changes and corrections so that the company is saved from closing its operations due to the tribulations that it was going through. The management was made to address the market reserves that were dwindling and it also had to come up with mechanisms that improve the loyalty of the customers so that the customers are barred from seeking services from other airline operators who were working day and night to acquire new customers. Looking keenly at the analysis, it shows that the management made use of the “Kotters step three and four which remains some of the critical aspects when you look into how an organization can embrace change concept (Avolio, Patterson & Baker, 2015)”.

The leadership of the group that was in charge of the change program showed an awareness on the methodologies to be developed in the change vision that could provide guideline on what the first firm must be and what needs to be attained in the process of planning for the change. The group leadership teams seems to be aware that in creation of vision for change, you need to have valuable insight and the direction that everyone ought to take so as to attain some objectives.

Of importance also t note is that the planning team seems to be aware in order to develop a vision, includes the facilitation of different person’s activities in the models that are fast and efficient. The planning team that was mandated to counter the challenges depicted the ability for the creation of vision which outlines the things that need to be covered so that the airline was assured of the right direction. It outlines that it wants attain consistency in standards of its services. It also identified the fact that it needed joint effort from the workers so that they can come up with solutions for the “problems that came from the buyers (Avolio, Patterson & Baker, 2015)”.

Ability to communicate the change vision

The leadership team had shown the ability in communicating the change vision to all the players and the stakeholders who would take part in the change initiative. In this case, Kotter calls the team mandated with the planning to shift to step 4 so that it embraces the efficient ways in the which the communication and the reaching out is done to all the parties that would contribute in one or another. Therefore the Alaska Airline planning team shows the ability to communicate the vision like the manner in which the executive committee members would hold meetings with different divisional leaders of the organization so that they are briefed of the “changes the leadership was planning to undertake (Avolio, Patterson & Baker, 2015)”.

The leadership however has demonstrated some kind inappropriateness in communicating the message to the junior workers when it must serve many workers serving ramp operations in absence of prior notification. The team had to on the solution that the four hundred and seventy baggage handlers be suspended and some could even denied entry at the check in point by the security as they were not aware of the termination (Thompson, 2017)

Establishment of the vision for organizational change effort

The Alaska Airlines management ought to embrace vision and mission that will help the airline achieve its goals and objectives in the best way possible. It needs to pay keen attention to the change vision that is imaginable in the manner that conveys the true position of how the future is likely to look like. The vision need to be clear enough and have focus. It should focus on the application of quality approaches so that the customer satisfaction is delivered. In this particular scenario, the focus ought to be on “ramp operations and shortening the waiting times” (Hughes, 2016).

“The target outcomes” intended

The “vision need to attain particular outcomes to indicate how the panning team is making some progress towards realization of the objectives. One of those applications would be increase the satisfaction levels of the customers of course via the application of the efficient operations”. The team hopes to add onto the revenues the moment the buyers are satisfied as it will build a good image. The planning team also objects to ease up the ramp operations which are some of the stumbling blocks and the reason for the performance drop at harder times.

The organizational change requirements for it to be a success

There are many things that need to be considered for the organizational change to be of value added. The process of change would only be successful only and only if the stakeholders dedicate themselves “in their roles towards the transformation enforcement. Other than that, the change process” will also gain momentum when they recognize the set objectives and goals. If not, failure to recognize the set objectives will deem the Kotters model of change the way it’s supposed to be (Henry et al., 2017)

Communication of the change

The requirements for the changes needed ought to be communicated efficiently within the organization. Those concerned should have some information on how the successful communication practices should be done. The process of communication will be more effective if the team leaders know the different communication styles and the time the team understands the importance “of maintaining communication while the setting of the vision” is done.

The organization leader to motivate the idea of two way communication

The best way in adopting the “two way communication would be to take up a communication style that gives everyone an opportunity to contribute something to the change process” of the organization. The model adopted ought to allow everyone to freely and equally have chances of reaching out to each other without any limitation (Day & Shannon, 2015).

Supporting the “supervisors in efforts to communicate with the employees”

This can best be done through the conducting of the investigations from different sources on the ways in which the organization leaders can improve the intended communication of the “change process to the stakeholders. The supervisors will acquire” knowledge on the ways that need to be adopted to change from one state to another (Day & Shannon, 2015).

People who need to be engaged in the succession of the change effort

This practice ought to involve people who understand the objective attaining the “best outcome. The most vital group” in this case would be the “organizational leaders who will provide guidance on the activity that should be taken on. Other than” that, the service providers should also be at the fore front in different station (Day & Shannon, 2015).

Conclusion

Creation of vision allows each and “every stakeholder to evaluate the efficiency of the initiative from their very own perspective. Alaska Airlines would be in the best position to achieve” its goals only and only if it applies the Kotters ideology on setting of the vision as well as the communication plan. The airline will therefore increase the satisfaction of the customer and communication plan be made towards the achievement of goals.

References

Avolio, B., Patterson, C., & Baker, B. (2015). Alaska Airlines: Navigating change. London:

Day, G. E., & Shannon, E. (2015). Leading and managing change. Leading and managing health services: An Australasian Perspective, 295, 405-412.

Henry, L. S., Hansson, M. C., Haughton, V. C., Waite, A. L., Bowers, M., Siegrist, V., & Thompson, E. J. (2017). Application of Kotter’s theory of change to achieve baby-friendly designation. Nursing for women's health, 21(5), 372-382.

Hughes, M. (2016). Leading changes: Why transformation explanations fail. Leadership, 12(4), 449-469.