3.10.1 Managing change Flashcards
(42 cards)
What is change management ?
Aspect of management focusing on ensuring that the firm responds to the environment in which it operates
What are the 4 features of change management ?
Change is the result of dissatisfaction with the present strategies
Essential to develop a vision for a better alternative -> need to be proactive
Necessary to develop strategies to implement change -> how things will be introduced in future
Resistance to proposal at some stage
What are things which change often arise from?
New product development New competitors Old competitors leaving market Consumers taste + preference changes Changes in politics, economics, social framework, technology + legal system
Who devised the force field analysis?
Lewin
From Lewin’s model, how do you explain if change will happen?
Change will happen if the driving forces are stronger than the resisting forces
What are the internal forces for change?
Wanting to increase profit -> cut costs, increase revenue
Reorganisation to increase efficiency
Conflict + competition between departments
Change wanted in the organisational cultres
What are the external forces for change ?
Changes in customer demand Competition input costs legislation ethics tax changes new technology politics technological obsolescence
Explain why + why not a degrees of resistance is good?
It is good -> points where there are weakness in the changes
It would reduce the achievement of organisational objectives
Explain Lewin’s force field analysis ?
on one side, there are forces driving the change + one the other forces resisting change.
No change will occur where there is an equilibrium between the 2 forces
For change to happen, the driving forces. have to be stronger than the restraining ones
Name the organisational barriers to change
Existing power structures
Resistance from work groups
Failure of previous change initiatives
Structure interi -> non flexible organisiation
Who identified the basic cause of resistance to change ?
Kotter + Schlesinger
What are the basic causes of resisting change ?
PAROCHIAL SELF INTEREST -> they care more about how it will impact themselves
LOW CHANGE TOLERANCE -> we fear change
ASSESSING CHANGE DIFFERENTLY -> don’t think it is needed as it hasn’t been effectively explained to them
MISUNDERSTANDING -> inadequate communication so people don’t understand why change is needed
What are the individual barriers to change ?
Traditional set ways + fear
Traditional : Loyal to existing relationship Cant except need for it Insecurity May break work group Different ambitions Prefer existing arrangements
Fear of: Power, skill, income loss Redundancy Not effectively performing in new situations The unknown
What are the benefits that may arise from change for an individual ?
May allow personal change + development
New challenges
Work boredom reduced
Allows them to participate + be involved with outcome
What 3 stages does Lewin’s change model outline ?
- unfreezing
- change
- refreezing
State ways in which change is inappropriately managed ?
Badly introduced
Failure to explain why it is needed
Failure to provide info
Failure to consult, negotiate, offer support + trading
Involvement in process is lacking
Building of trust + security is failed to achieve
Poor employee relations
What can Lewin’s force field analysis be used to do?
Investigate the balance of power involved in an issue
Identify key stakeholders of issue
Identify opponents + allies
Identify the ways to influence target groups
Where is a degree of scepticism healthy for change ?
There is weakness in proposed change
How does Lewin’s model assist organisational change ?
Helps everyone understand the process
Provides milestones for evaluating progress towards change
What is unfreezing?
Start up phase triggered by declining sales or profit
What is the result of unfreezing ?
Acceptance that existing structures and ways are not working
In unfreezing what do people need to be aware of to get ready for change ?
Necessity for change methods to get change affected peoples needs strategies to plan + monitor progress New strategies required
Explain the changing stage of Lewin’s model
Process of devising + implementing change :
Problem defining
Solution identifying
Appropriate strategy to implement change
Implement solution
Explain refreezing in Lewin’s model
Embedding the change Process of maintaining the movement of change Locking changes Situation stabilising Relationship building System consolidating Support + evaluate Making sure nobody goes back to their old ways
