14.3 Understanding the context and process of change Flashcards
Balogun & Hope Hailey (2004) suggest that organisational change must be considered in 8 different contexts:
1) Ti___ - how urgent is the chnage?
2) Sc____ - will the change impact the entire organisation, or only a small part?
3) Pr_________ - does everything need to change?
4) Di______ - have different opinions been explored?
5) Ca_______ - are the current people able to deliver the change
6) Ca_____ - is there sufficient resource?
7) Re_______ - has the appropriate level of preparation been undertaken?
8) Po___ - where does the power lie to drive change?
Time Scope Preservation Diversity Capacity Capability Readiness Power
Tichy (1983) identified four main triggers for strategic change:
1) E________ - the need to adapt to different economic, legislative or competition conditions
2) B_______ r_______ - the need for frequent review of customer/supplier impact
3) T_______ - how rapidly to follow/lead the technological revolution.
4) P_____ - the recognition of how it sometimes only requires one person to change the organisation.
Environment
Business relationships
Technology
People
Kanter et al (1992) recognised two different environmental changes that drive strategic change:
1) Life-c_____ differences - change in consumer demand at the end of supply chains
2) P________ power change - individuals and stakeholders competing for power to pursue their own visions.
cycle
Political
Describe Lewin’s “force-field analysis”.
Lewin researched both the forces that drive and restrain change, and argued that restraining forces must be reduced to allow desirable change to happen naturally.
Pettigrew & Whipp (1991) identified 5 factors that drive cultural changes:
1) E__________ assessment
2) L_____ change
3) Strategy and operation
4) H_____ resources as assets and liabilities
5) Coherence in the m______ of change
Environmental
Leading
Human
management
How did the Spanish banking group, Santander’s strategy allow it to break into the UK market?
Santander acquired a number of UK financial institutions, including Abbey National and Alliance & Leicester. It recognised that these institutions had been unable to change and capture new opportunities. Instead, Santander unified all of these businesses under the Santander brand and brought clarity, efficiency and best practice. It is now one of the UK’s largest retail banks.
All change brings r___. An important part of the strategic planning of every change is assessment of risk, together with perceived impact to r_______.
risk
reputation
The FRC guidance on risk suggests that “the b_____ should establish the tone for risk management and i______ c______ and put in place appropriate systems to enable it to meet its r___________ effectively.
board
internal control
responsibilities
To understand reputational impact, the organisation need to have a system structured to enable:
- i________ of the nature and extent of risks
- an u__________ of the likelihood of the risks concerned and their impact
- a_______ to reduce the likelihood of risks materialising
- how risks are being m_________ and controlled
- iterative reporting
identification
understanding
ability
monitored
What 8 contexts did Balogun & Hope Hailey (2004) suggest for organisational change?
Time Scope Preservation Diversity Capability Capacity Readiness Power
What are Tichy (1983)’s four main triggers for strategic change?
Environment
Business relationships
Technology
People
Robbins & Judge (2016) identified 6 forces of change. What are these?
People Technology Economy Competition Social Politics
Who developed force-field analysis?
Psychologist Kurt Lewin (1951)
Explain force field analysis.
Change is the result of restraining and driving forces. Restraining forces need to be reduced to enable desirable change to happen naturally.
Who developed the “five factors” model?
Pettigrew & Whip (1991)
