Component 3 Flashcards
(175 cards)
What is change?
Change is an ongoing process and businesses cannot avoid having to deal with its consequences. Change in some businesses can be gradual, with small, incremental changes made to the way they operate year after year. However, increasingly there are factors that cause rapid change, totally altering the way a business operates in a relatively short period of time. This creates a far more challenging environment.
What are the major internal causes of change?
-the introduction of new technology
-a change in management structure or leadership style
-changes in the size of the business through organic growth or external growth When a business grows with the use of other businesses, e.g. through mergers and takeovers. E.g. Carphone Warehouse and Dixons.
What are the major external causes of change?
-developments in technology
-market changes (competitors, new markets or globalisation)
-changes in consumer tastes
-new legislation
-changes in the workforce
-changes in the economy
What is planned change?
Planned change is created internally and is structured and timetabled. Clear objectives for the change are established, timetables created and resources applied to creating the change. For example, a bicycle manufacturer may decide to offer a new range of electric bikes to launch in the next twelve months and will gear up its manufacturing and marketing campaigns accordingly.
what is unplanned change?
Unplanned change occurs in response to a shock to the business and is often unstructured and under-resourced. A shock could be external (exogenous), such as the financial crisis of 2007/2008 which caused a recession, or internal, such as a key worker suddenly leaving a business
What are the effects of change?
-Shorter product life cycles
-Diminished brand loyalty
-New products need to be developed
-Production methods will need to be changed
-Retraining the workforce
-Flexible workforce
-The need to comply with constantly changing legislation
What are the strategies managers need to put into place to combat change management?
-Employee preparation
-Increased research and development expenditure
-Additional capital investment
What are the benefits of change management?
-assess and understand the need for and the impact of change
-allocate resources, such as capital, and staffing the business to support the implementation of change
-manage and control the costs incurred with change
-reduce the time needed to implement change
-plan and implement an effective strategy to communicate change with all stakeholders, in particular the staff, which will help the business support staff through the change
-maintain or improve the performance of the business, e.g. improve productivity for manufacturing businesses or improve service for those businesses in the tertiary sector.
What are the indicators which help evaluate change management?
-delivery times
-production defects
-customer satisfaction surveys
-market share
-sales turnover
-profitability.
What is Jstoreys 4 different approach theory?
1.A total imposed package
2.Imposed piecemeal packages
3.Negotiated total packages
4.Negotiated piecemeal packages
What is meant by A total imposed package (Jstorey)?
This would be a whole package of changes and would simply be presented to the employees. The senior management team would work out the restructuring they feel is required and then impose this on the business and its workers. The advantage of this is that it will create rapid change and ensure that the vision for the direction of the business is clear, but if the organisational culture does not match this approach then there may be significant resistance to change
What is meant by imposed piecemeal initiatives (Jstorey)?
This is a more gradual approach. Change and restructuring of a business is still imposed by senior management, but in stages rather than all at once. This may give employees more time to adapt and may help alleviate resistance, but it will still need to be accompanied by changes in the organisational culture to encourage change. To help the introduction of the initiatives, the firm may offer incentive payments or perhaps other non-financial rewards for the successful implementation of the changes.
What is meant by negotiated total packages (Jstorey)?
The aim is to agree on the package of change through negotiation and consultation with the workforce. This may help significantly reduce the level of resistance to change though it may also act as a constraint on the extent of the change. This type of approach is growing more popular with trade unions keen to negotiate changes and ensure that their members benefit from change and are helped to cope with change.
What is meant by negotiated piecemeal packages (Jstorey)?
This is similar to the imposed piecemeal initiatives, but also has similarities with the negotiated total package approach. The gradual implementation of change will be negotiated at each stage. The change may be linked to incentive payments.
What are the 4 reasons why change is resisted (Kotter & Schlesinger)?
1.Self-interest – This arises from the perceived threat to job security or maybe suppliers fearing for future orders. Therefore, stakeholders tend to put themselves before the needs of the business.
2.Misinformation and misunderstanding – Stakeholders may not understand why change is needed because they have been misinformed about the strategy of the business. Some stakeholders may think that things are better the way they are.
3.Different assessment of the situation – This is where there is disagreement about what change is needed. Stakeholders have different views about what is needed for the best for the business.
4.Low tolerance and inertia – Many people suffer from reluctance to change. Many people need security, predictability and stability in their work.
What are the reasons for a managers resistance?
Manager resistance may be a result of a lack of experience or expertise, e.g. a fear of new markets and conditions due to a lack of experience or knowledge of that market or a lack of leadership skills to manage the change effectively.
What are the reasons for a workers resistance?
Worker resistance may be a result of their wish to preserve the existing routines, to protect pay and employment and to avoid threat to security and status, e.g. the threat of a change in a job role that may result in a demotion from a higher role, and threat to main group membership.
What are the reasons for a suppliers resistance?
Supplier resistance may be a result of reluctance to changes made by their customers, e.g. manufacturers who change to a JIT system may see relationships with suppliers break down over the demand for components when needed as it imposes higher costs on suppliers.
What are the reasons for a shareholders/owners resistance?
Shareholder/owner resistance may be a result of the fear that changes to strategy may increase risk, e.g. operating in a new market will be costly and damaging to dividends so shareholders will need some reassurance or persuading about the change.
What is Lewin’s 3 step process of change?
1.unfreezing
2.Change or transition
3.refreezing
What is meant by unfreezing (Lewin)?
This involves creating a motivation for change and creating a realisation amongst employees that change is necessary. They therefore have to ‘unfreeze’ from current approaches to work and be prepared to adapt to a new method of working. Employees have to be shown that change is necessary and then managers need to create a situation in which employees desire the change
What is meant by change or transition (Lewin)?
Lewin described the period of transition as a potentially difficult time as workers are now moving toward a new way of doing things. They are learning about the changes and need to be given time to understand and adapt to these changes. Support from management and supervisors is important in making the transition period work. Support can come in the form of training, education, and learning from and not being criticised for mistakes. Allowing workers to develop their own solutions and maintaining clear communication of the objectives and benefits of the change are also important in maintaining the transition
What is meant by refreezing (Lewin)?
This final stage in the change process is about establishing stability once the changes have been made. Workers have now accepted the change, and the new methods of working have become the new norm. Workers are settled in new structures and are comfortable with their routines. This refreezing clearly implies workers must not be forced into continual change, but allowed time to adapt. New methods need to become completely ingrained before further change occurs, otherwise any gains may be lost
What is risk in a business capacity?
Business risk is a circumstance or factor that may have a significant negative impact on the operations or profitability of a given business.
Business risk can result from internal conditions or external factors that may be present in the wider business world. Risk can also be expressed as “uncertainty”. It means the possibility of incurring losses due to problems and circumstances, expected or unexpected.