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lace. Kotter (2012) explains that this issue can be quite challenging and often in the attempt of removing this barrier, the results can be demeaning.

6.形成短时期的盈利--- Generating Short- term wins

In this step, leaders need plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved. To obtain desirable results, short term wins must be both visible and not vague. The end achievement must be linked to the change effort. However, short term wins tends to undermine the credibility of cynics and self-serving resistors (Kotter, 2012)

7. 从不放弃---Never Letting Up

This step includes the use of increased credibility to change systems, structures and policies that do not fit the vision, also comprises hire, promote and develop employees who can implement the vision, and finally strengthen the process with new projects, themes, and change agents.

The main challenge for change is resistance and it always present even if the change process runs smoothly from the early stages. People may even celebrate the short term success and suggest taking a break to enjoy the victory before the process finishes.

Kotter (2012) mentions several changes must occur by this step:

Presence of additional projects.

Extra people being brought to assist the change.

Leaders focused on giving clarity to an aligned vision and shared purpose.

Managers successfully motivated employees at all levels to lead projects.

A reduction in interdependencies between sectors.

Maintain a high level of urgency

Consistently showing the progress of change.

8. 向文化改变与发展---Incorporating Change into the Culture

The last step requires leaders to articulate the connections between the new behaviors and organizational success and develop the means to ensure leadership development and succession. Leaders must successfully planted the new practice in the culture and ensure that every individuals in the company is indoctrinated into the culture.

宜家领导简介和科特八步骤---IKEA Leadership Profile and Kotter 8 Step

According to a study done by Ingholt & Rasidovilc (2008) Kotter’s 8 step processes has revealed several errors that occurs in the organization. They conducted a survey that involves the total management team and several most experienced co-workers. They were given the same questionnaires to see how the solidarity between them in regards to the change process.

The result of the survey shows the evident of good sign of leadership in one of the departments, as characterized by Kotter (1996). Many respondents asserted that good leaders must be the source of encouragement and engage their co-workers (Ingholt & Rasidovilc, 2008). This has shown that this model is a reasonably good model for IKEA due to the 67 points earned from the survey, for one of the departments, in being good at communicating change initiatives in a vivid manner (Ingholt & Rasidovilc, 2008). The score for the decisiveness of their leaders however本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。