Please rate my Kotters?

[burbs]

Mmmm better!

well done! good luck!

[vwinnie8]

Mmmm better!

well done! good luck!

thanks mate

[sajib_mostofa]

Anyone willing to look at mine?

Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.

Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.

Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.

The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.

Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.

Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.

The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.

In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.

The sixth step involves creating short term wins. Toyota establised the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.

The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.

The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.

[Hellhole]

Sajib, you should probably further explain each step to pick up extra marks. Identifying the need for change and creating an urgency (step 1), doesn't simply refer to identifying the need. It refers to making the employees and management within an organisation understand that something needs to be altered and it needs to be done in an accurate and smooth fashion - Kotter also states in his theory that approximately 75% of the organisation needs to believe that there is an urgency to effectively transition from one part to the next. But otherwise, you've covered the gist, talked about the overall change issue and explained it. Well done.

[vwinnie8]

Anyone willing to look at mine?

Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.

Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.

Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.

The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.

Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.

Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.

The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.

In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.

The sixth step involves creating short term wins. Toyota establised the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.

The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.

The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.

I dunno about others but i'd personally give it a 10/10. It links very well to Toyota and doesn't sound like a generic, memorised response. well done IMO

[vwinnie8]

Sajib, you should probably further explain each step to pick up extra marks. Identifying the need for change and creating an urgency (step 1), doesn't simply refer to identifying the need. It refers to making the employees and management within an organisation understand that something needs to be altered and it needs to be done in an accurate and smooth fashion - Kotter also states in his theory that approximately 75% of the organisation needs to believe that there is an urgency to effectively transition from one part to the next. But otherwise, you've covered the gist, talked about the overall change issue and explained it. Well done.

Yeah I actually agree with Hellhole - put 'more' into each of your steps just in case.

[burbs]

Anyone willing to look at mine?

Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.
good!
Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.
nice!
Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.
smooth!
The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.
and why did they need to do this?
Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.
Add in that they acted as facilitators/change agents
Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.
Add in that the vision needs to be created to give direction to the change
The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.
say that this dispels fear
In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.
giving them a sense of ownership, reducing resistance
The sixth step involves creating short term wins. Toyota established the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.
how did they specifically celebrate? also add in this promotes further risk taking
The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.
giving a foundation for further changes to occur
The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.

[studying_hard]

hey, if 8/10 marks is on kotters steps, then how will we earn the other 2 marks?
thanks

[burbs]

explaining the issue

[sajib_mostofa]

Cheers for that guys, I'll try and add in more info to my steps 

[_avO]

Explain issue = 2 marks I think. Some historic perspective of the organisation is just an extra but provides for coherence in the text. Also I think a conclusion to the text is also good as it summarises your contention (being that kotters helped the organisation to successfully implement the issue) i.e. relating to mission/objectives