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Kotter (1996) came up with eight stages for changing process. Unlike Recklies (2001) whose change process is associated with what situation and problems managers should expect in the process ,Kotter’s change process is associated with the previously explained mistakes. These stages serve as the solutions for the mistakes advocated by Kotter. The following are the process of creating major change (quoted from page 21 –‘Leading Change’).

Stage 1: Establishing a sense of urgency.

Stage 2: Creating the guiding coalition

Stage 3: Developing a vision and strategy

Stage 4: Communicating the change vision.

Stage 5: Empowering broad-based action

Stage 6: Generating short time wins.

Stage 7: Consolidating gains and producing more changes.

Stage 8: Anchoring new approaches in the culture.

Kotter (1996) stresses the sequential use of the stages in the change process without skipping any stage to avoid problems. He said, “ Although one normally operates in multiple phases at once, skipping even a single step or getting too far ahead without a solid base almost always creates problems.” Organisations should also remember the effect of culture and managers who lack leadership traits to change process. “ The combination of cultures that resist changes is lethal errors described are almost inevitable under these conditions.”.

It should be noted that to take change process, leadership skills are very important as compared with managerial skills. We need a manager who can lead people to change. For the transformation process to be successful management should be competent. In many organisations leading change posses a big challenge It is therefore important for managers to have appropriate leadership skills. To get the best results and change process be successful Oliver Recklies stages are also very important. A manager knows in advance what resistance is expected, so preparing to tackle the problem. Both Recklie’s and Kotter’s stages may be linked together for a successful change process.

2.6 ANSWERS TO THEORETICAL QUESTIONS

What is performance measurement?:It is a process which an organisation defines criteria for determining how effectively and efficiently its operations are. The aim of measuring performance is to determine whether the organisation meets its pre-defined objectives. Performance measurement can also be applied to individuals or particular business unit/department. ( Section 2.1)

How can it be improved?: Performance measurement can be improved by establishing and maintaining an effective performance measurement system ( PMS1).This system should link the organisation’s operations to corporate strategy. The PMS1 identifies areas to be improved, figures out different ways of improving those areas and assign resources for the process. ( Section 2.2)

What is Balanced Scorecard ( BSC)?: Balanced Scorecard is a performance measuring and reporting system that translates the organisation’s strategy and vision into specific measurable and actionable goals.BSC provides a link between organisation long term strategy with short term actions whereby different re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。