3.10 Managing Strategic Change

Question 1

Lewin’s force field analysis

Answer 1

suggests that there are two opposing forces when change is implemented

Question 2

In Lewin’s force field analysis what are driving forces?

Answer 2

those who are in favour for change or reasons for change

Question 3

In Lewin’s force field analysis what are resisting forces?

Answer 3

those who are against change or reasons against the change

Question 4

What are some of the pressures and causes for change?

Answer 4

-to meet objectives
-respond to external forces
-respond to internal forces
-gain competitive advantage

Question 5

what are the 4 main types of change?

Answer 5

-internal change
-external change
-incremental change
-disruptive change

Question 6

Incremental change

Answer 6

change that is implemented over time with a small number of changes being made on a regular basis to achieve ongoing improvements

Question 7

Disruptive change

Answer 7

change that is rapid and unexpected (has a dramatic effect)

Question 8

What are the 4 reasons that Kotter and Schlesinger say cause resistance to change?

Answer 8

-parochial self interest
-misunderstanding and fear
-prefer the status quo
-different assessment

Question 9

Parochial self interest

(Kotter and Schlesinger’s reasons for resistance to change)

Answer 9

stakeholders fear that change will result in them being personally worse off and therefore want to protect themselves against this

Question 10

Prefer the status quo

(Kotter and Schlesinger’s reasons for resistance to change)

Answer 10

stakeholders are happy with the way things are and therefore just want to keep it as it is

Question 11

Misunderstanding and fear

(Kotter and Schlesinger’s reasons for resistance to change)

Answer 11

stakeholders believe the motives for change are wrong and therefore mistrust the decision makers

Question 12

Different assessment

(Kotter and Schlesinger’s reasons for resistance to change)

Answer 12

stakeholders believe that the proposed change is not the correct course of action and that they could suggest a better solution

Question 13

What are Kotter and Schlesinger’s 6 methods for overcoming resistance to change?

Answer 13

-Explicit and implied coercion
-manipulation and co-option
-education and communication
-negotiation and agreement
-facilitation and support
-participation and involvement

Question 14

Education and communication

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 14

providing stakeholders with all necessary information to help them understand

Question 15

Participation and involvement

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 15

Providing a sense of ownership to stakeholders so they feel part of the change process

Question 16

Facilitation and support

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 16

providing necessary skills and resources to help

Question 17

Negotiation and agreement

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 17

increase two way communication by bargaining with stakeholders and necessary compromise

Question 18

Manipulation and co-option

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 18

use of project champions who may receive incentives and are tasked with winning around others

Question 19

Explicit and implicit coercion

(Kotter and Schlesinger’s methods for overcoming resistance)

Answer 19

pushing change through despite resistance (last resort)

Question 20

CPA

Answer 20

Critical path analysis is a management technique to make best use of resources (lean production method)

Question 21

CPA Rules

Answer 21

-each line represents the activity
-lines should not cross
-EST are calculated from left to right
-LFT is calculated from right to left
-for EST, add up the length of all activities to calculate the correct EST figure for each node
-for LFT take away the length of all of all of the activities to calc LFT for each node
-if more than one activity precedes a noe the lowest figure becomes an LFT

(LFT latest finishing time)
(EST estimated start time)

Question 22

When doing CPA what is float and how is it calculated?

Answer 22

the amount of time an activity can be delayed without effecting the finishing time

float= LFT-Duration-EST

Question 23

Critical activity

Answer 23

An activity with 0 float

Question 24

What are the advantages and disadvantages of CPA?

Answer 24

+identifies the critical activities
+shortens overall time of project
+more productive
+allows for just in time

-only a starting point for a project
-relies on estimations
-does not factor in external influences
-large projects can be too complicated for CPA

Question 25

What are the 5 factors of Hoftstede's national culture model? (in order of which is a high rating to low rating)

Answer 25

-individualism and collectivism -masculinity and femininity -long and short termism -high and low power -avoiding and embracing change

Question 26

According to Handy's culture model what are the 4 types of culture?

Answer 26

-Task -Role -power -person

Question 27

What is Task culture on Handy's culture model?

Answer 27

Emphasis on achieving goals through team work. tends to be fewer rules and a matrix structure, ideal for rapidly changing organisations Focus on specific tasks, people brought in to work as required

Question 28

What is Role culture on Handy's culture model?

Answer 28

-common in bureaucratic businesses -lots of rules and responsibilities -slow decision making -tall organisations tend to be government and schools

Question 29

What is power culture on Handy's culture model?

Answer 29

-small entrepreneurial businesses -little bureaucracy -quick decisions

Question 30

What is person culture on Handy's culture model?

Answer 30

-individuals are responsible for their own work -similar expertise -autonomy

Question 31

Window Dressing

Answer 31

A strategy where a business may manipulate its accounts to look more favourable within legal limits eg. estimating an asset to be worth more than it actually is to perceive more successful to a potential investor

Question 32

Planned strategy

Answer 32

A strategy introduced with foresight. -clear sense of direction -easily communicated -strategy wanted by manager -may lack flexibility

Question 33

Emergent strategy

Answer 33

A strategy that is developed over time -responds to changes -greater flexibility - may create mistrust amongst stakeholders

Question 34

Strategic Drift

Answer 34

occurs when a strategy fails to adapt to changes in the internal/ external environment making it no longer fit for purpose

Question 35

Corporate governance

Answer 35

Refers to the formal policies and procedures that are instrumental in the running of a business

Question 36

Contingency planning

Answer 36

The process by which organisations try to prepare for the unexpected and potentially disastrous events

Question 37

Crisis management

Answer 37

Manner in which an organisation responds to an unexpected and potentially disastrous event

Question 38

What is the process for developing a contingency plan?

Answer 38

1. Acceptance 2. catalogue possibilities 3. (not always used) preventative measures 3. Crisis plan 4. testing 5. review repeat