10 Managing strategic change Flashcards
(56 cards)
what are barriers to change
resisting forces that make change more difficult to implement
what are the four barriers to change by Kotter and Schlesinger
- parochial self interest
- misunderstanding/ lack of trust
- different assessment of the situation
- low tolerance to change and inertia
parochial self interest looks like
- someone placing their own interests above those of the business as they are losing something of value
low tolerance to change can be because of
- fear of change
- unwillingness to adapt
misunderstanding/ lack of trust can be a sign of
- information failure
- (perceived) lack of communication
why might employees have a different assessment of the situation
employees may see more costs than benefits to change
alternative barriers to change can include
- lack of finance
- legal restrictions
- stakeholders
six ways to overcome change as argued by Kotter and Schlesinger
- education and communication
- facilitation and support
- participation and involvement
- negotiation and agreement
- manipulation and co-option
- implicit and explicit coercion
education and communication characteristics in Kotter and Schlesinger
- giving staff all the information about proposed change
facilitation and support characteristics in Kotter and Schlesinger
- providing staff with care to help them adjust with change
participation and involvement characteristics in Kotter and Schlesinger
- employees have a degree of ownership in the change as they can contribute ideas
negotiation and agreement characteristics in Kotter and Schlesinger
- talking w staff to try and diminish any concerns
manipulation and co-option characteristics in Kotter and Schlesinger
- manipulation = control the information that is shared w staff
co-option= getting a key representative of the resistance side to ‘convert’ the rest of the resisting side
implicit and explicit coercion characteristics in Kotter and Schlesinger
implicit = kind of threats
explicit = clear threats to employees if they keep resisting
strategic drift occurrs when
a firms strategy is no longer suitable for the current situation
strategic drift could occur because
- leaders may have an inertia (unwillingness to change)
- leaders may fail to analyse the external environment clearly
- the organisational culture doesn’t allow for a strategic change
- the strategy execution may be bad
in phase 1 of strategic drift a firm may still make
incremental changes to their strategy in order to align with the external changes
in phase 2 of strategic drift a firms strategy
is no longer fit for purpose
in phase 3 of strategic drift, leaders may
confused and may see a decline in performance
in phase 4 of strategic drift a ______ needs to occur otherwise the a business may have to close down
transformational change
a flexible organisation is one that is able to
anticipate change and respond to them quickly
methods of becoming a flexible organisation
- restructuring
- delayering
- flexible employment contracts
- organic vs mechanistic structures
types of flexible employment contracts
- part time
- temp/ seasonal staff
- flexitime
- work from home
- zero hour contracts
restructuring is when
a business shifts focuses its staff on the businesses core competences and outsources/ sub contracts its non core competences