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Further to this there are consequences to these errors. Consequences to these errors might involve not being able to implement new strategies within your organisation, achievements don't achieve expected synergies, any furthers changes to the organisation can take much longer and cost much more than expected. More often than that most organisations will find out that downsizing doesn't necessarily mean that costs are kept under control. These are only a handful of the consequences that a company may face without effective leadership during change.

Kotter's eight steps to success are outlined. The first step is to establish a sense of urgency. For successful change to occur it is necessary for the entire organisation to want change, because this may start the motivation to get things moving. The second step is to form a powerful coalition with members of the organisation. It is essential to have the support of key people within the organisation; they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, of significant people whose power within an organisation comes from a range of sources, including job title, status, and expertise. Step three is to create a clear vision. A clear vision can help employees understand why change is needed. When people see for themselves what you're trying to achieve, then the directions they're given tend to make more sense. Step four is communicating the vision. Step five is to remove obstacles human or otherwise. Step six is to create short - term wins, what this means is that you want smaller targets to be much more achievable with little room for error; workload is likely to increase however each 'win' will motivate the employee. Step seven is to build on the change, each success that an organisation has will allow a company to build on what went right and where they can improve on. The final step is to anchor the changes into corporate culture; this means a company must make efforts to ensure that change is seen in all aspects of the organisation. This will instil onto the culture that change could be constant.

在南健康和社会保健信托领导——Leadership at Southern Health and Social Care Trust

'NHS trusts have been told to find up to ￡20 billion in 'efficiency savings', which some campaigners say will lead to large cuts in patient services.' An article in the Belfast Telegraph detailing the cuts that trusts must find within Northern Ireland. The Trust in question the Southern Health and Social Care Trust, where there was a ￡10 million. This was achieved by making the employees who were under temporary redundant. The recruitment services of the HR department was put onto hold as each job that was being processed was placed under scrutiny.

Based on a sample of employees at the HR department of the Southern Health and Social Care Trust, questions were asked on each of the steps to successful change outlined by Kotter to see if the leadership at the Southern Health and Social Care Trust was effective. On the first step of successful change 'Create a sense of urgency', this was an area where the staff felt they were let down by the managers as the staff concerned where only informed a few weeks before they were let go. The concern among 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。