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Business Management > UNIT 4 AOS 2 > Flashcards

UNIT 4 AOS 2 Flashcards

1
Q

Change

A

Any alteration in the internal or external environments

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2
Q

Organisational Change

A

The adoption of a new idea or behaviour by an organisation

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3
Q

Driving Forces

A

Forces that support the change

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4
Q

Restraining Forces

A

Forces that work against the change

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5
Q

Force-field analysis

A

Outlines the process of determining which forces drive and which resist a proposed change

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6
Q

Restraining: Management

A
  • hasty decisions
  • poorly timed and unclear
  • resistance
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7
Q

Restraining: Employees

A
  • resistance
  • fear of change
  • ill equipped
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8
Q

Restraining: Time

A
  • not enough time
  • poor
  • external environment changes
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9
Q

Restraining: Competitors

A
  • power and domination
  • waste of time
  • waste of resources
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10
Q

Restraining: Low Productivity

A
  • cause disruptions to work
  • mistrust amongst employees
  • breakdown of corporate culture
  • low morale due to change
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11
Q

Organisational Inertia

A

An unenthusiastic response from management to proposed change.
Moving away from comfort zones

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12
Q

Restraining: Legislation

A
  • comply with law

- restrictions

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13
Q

Restraining: Cost

A
  • cost vs benefits

- purchasing new equipment, redundancy payments, retraining and reorganising plant layout

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14
Q

Step One

A

Create Urgency

Inspire people to want to change and spark the initial movement to get things moving

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15
Q

Step Two

A

Form a powerful coalition

Assembling a group of leaders with the right emotional commitment and required skills to introduce and guide the change

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16
Q

Step Three

A

Create a Vision for change

The ideas and solutions from members of the organisation that are linked to the overall concept for change

17
Q

Step Four

A

Communicate the Vision
Providing information regarding the essential aspects of the vision. The vision must be understood and all operations must be tied to it

18
Q

Step Five

A

Remove Obstacles

Removing barriers, anything that stops the change process must be overcome to achieve success

19
Q

Step Six

A

Create Short Term Wins
Create quick targets that can be achieved so results are visible. Identify things going well and celebrate that, results will motivate change

20
Q

Step Seven

A

Build on the change

Analyse effective changes and keep pushing for improvements. Build on momentum to ensure the change is moving

21
Q

Step Eight

A

Anchor the Change in Corporate Culture
The vision behind the change and its values should become a part of the core of the organisation. Change ideals should become the norm and continuation to make the change successful.

22
Q

Low Risk Strategies

A

Involves communication, employee participation, support, negotiation and training. This aims to reduce the fear and anxiety of change and resistance from the employees.

23
Q

High Risk Strategies

A
  • Manipulation: Skilful or devious exertion of influence over someone to get them to do what they want. Leaving out key facts or distorting the truth.
  • Cooptation: Selection of an influential person among resistors to be involved in the development and implementation of the change process
  • Threat: Suggesting that something will happen if employees don’t support the change (direct or indirect)
24
Q

Change Agent

A

A person who acts as a catalyst, assuming responsibility for managing the change process

25
Q

Role of Leadership

A

Leading change allows the manager to act as a bridge to support the employees as they cross from existing work practices into new unfamiliar territory
Leaders should show empathy and understanding as well as other management skills to help the employees deal with the change.

26
Q

Internal Environment

A
  • organisational structure
  • Corporate culture
  • Human Resource Management
  • Operations Management
27
Q

Transformational Change

A

Complete restructure throughout the whole organisation

28
Q

Incremental Change

A

Minor changes

29
Q

Organisational Structure

A

Changes to the way the organisation is constructed

  • Outsourcing: contracting of some organisational operations to outside suppliers
  • Flat Structures: Greater Responsibility transferred to frontline staff as opposed to a middle management.
  • Work Teams: transforms culture, practices, operations and productivity
30
Q

Corporate Culture

A

Changes must be evident in the values and morals of the organisation for it to survive. If the Corporate Culture suits all environments then there is the attitude required to compete.

31
Q

Human Resource Management

A
  • Recruitment and Selection: process will have to reflect the need for individuals who have the skills to handle the changing circumstances
  • Termination processes must be put into practice if employees are being made redundant
  • Training must be offered to existing employees to equip themselves with the skills required to deal with change
  • Communication (clear)
32
Q

Operations Management

A
  • Refitted and Reorganised factories to take advantage of improvements in technology. (pursuing efficiency)
  • Production process and the way it is organised (flexible manufacturing)
  • Quality assurance: emphasis on the satisfaction of customers regarding to the output.
  • Human Relations: approach to work more intelligently.
33
Q

Ethics in Change Management

A 
-Support 
employees fear change 
form of training
provide justification and be honest (communication)
provide information, timeline etc.
34
Q

Social Responsibility in Change Management

A

Employees being made redundant should be given assistance to get a new job to keep unemployment low in the community.

35
Q

Sources of change

A
  • Internal environment
  • External:Operating environment
  • external: macro environment
36
Q

Internal Environment as a source for change

A
  • Management: responsible for running a profitable organisation, if profits are low decisions and changes must be made to fix it
  • Employees: expectations (paid and treated fairly etc) leading to them recommending change. Innovative as well
  • Corporate Culture: if it impedes success it must be changed
  • Policies: Change comes about as new policies and procedures
37
Q

External: Operating Environment as a source for change

A
  • Customers: ensure future profitability means responding to customer demands and preferences to satisfy them
  • Competitors: modifications to suit the market they are in so they can compete
  • Suppliers: on the lookout always for new suppliers to avoid difficulties
  • Interest Groups: eg Trade unions bring about change regarding wages etc.
38
Q

External: Macro Environment as a source for change

A
  • Economic Forces: to meet the market to be most profitable changes may need to be made
  • Political and Legal forces: influence of law etc organisations may need to change to comply with the law
  • Technological Forces: strive for a greater market share by keeping up with the technology on offer.
  • Global Forces: trend (moving around the world faster and cheaper)
  • Geographic forces: exportation and expansion
  • Social Forces: societys values and attitudes influence change

Business Management (5 decks)

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