Chapter 14- Managing change Flashcards
(29 cards)
Reasons for change
Tech , employees , laws , competitors , consumers
Internal change
Internal-within the company (eg new management)
External-outside the company eg economic changes
Internal causes of change
Improve competitiveness- banks replaces tellers with ATMs
Industrial action- employees may want more flexible work practices eg flexitime , work from home
Change in management- may change pay , procedures ,police’s
External causes of change
Consumer demand- consumers may change taste or want more ‘green’ products
Laws- new EU and national laws may change how a business operates eg consumer protection laws , environmental laws
Competitors-monitors how a business reduces costs
Why may employees be resistant to change?
Fear of failure-not familiar and no confidence in carrying out tasks eg new iPads
Self interests- feel like job is threatened eg Tesco self check outs , job not secure m replaced
Lack of trust- employer may not implement change well. Maybe employee let employees down before?
False beliefs- employees may feel like change is unnecessary, business was fine before
Overcoming resistance to change
Educate and communicate- Y change is necessary
Training-boost their confidence =less resistance
Mangers must lead by example- mangers must be seen implementing change
Rewards- offer incentives to get them on board . Shows them a direct benefit
Controller VS facilitator management style
Controller= Mcgregors x theory
Facilitators-McGregor Y theory
Controller and facilitator su plaid topics
Authority
Decision making
Motivation
Training
Supervision
Motivation C V F
C-staff=lazy , motivates with money
F-financial and non-financial rewards eg salary and additional holidays
Authority (facillitors v controllers)
F-shared with mangers and employees and tasks are delegated
C-gives orders obey no questions asked!
Training
C=only to carry out duties. Not wanting to invest in further training and development
F=improve skils and development, preps for future managerial roles
Supervision
C=constant supervision to ensure that employees are constantly worker
F=delegate tasks , employees are entrusted and no constant supervision
Decision making
C=makes decision not consulting staff
F=employees can make decisions without having to ask management
Employee empowerment
Gives employees responsibility and independence in desision ma,img
How to increase employee empowerment?
Rewards= financial and non financial rewards
Training- correct skills to make decisions
Trust- culture of trust and management believes in the skills of staff
Benefits of employee empowerment!
Decision making- fasted and better
Employee motivation- feel like they have an important role increased productivity
Manager time- more time to managers cause employees are empowered
Employee participation
Mangers encourages employees to take part in how to better the business
Risks of employee empowerment
Increase of mistakes-no adequate training = more mistakes
Manger control- may not want to delegate tasks
Lower motivation- employees may not want added tasks and feel pressure
Employee work councils
Ensures employees across the Eu receive information from management at the same time
Worker director
They participate in decision making at a senior level in firm
ESPP
Employee share purchase plan -employees buy shares at a reduced price or may receive shares as part of their reward package
Importance of employee participation
Increased motivation
Improved desision making
Improved employee relations
Stages of forming a team FSNP
Forming- members meet for the first time. Team leader tried to build relationships
Storming-conflict may arise , members may have different opinions
Norming- trust builds up and develop ground rules
Performing- focus on achieving the goal. They trust each other
TQM
Total quality management - a commitment by management and employees to continuously improve quality
