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internal change Flashcards

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1
Q

what are the 7 sources of external change

A

PESTEL and competitive factors

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2
Q

what is a proactive and reactive approach to change

A

proactive - look ahead for change so you are better prepared to deal with it
reactive - wait for change to happen then respond

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3
Q

what are the 3 internal causes of change

A
  • changes in the organisational size
  • the impact of new owners/leaders
  • poor business performance
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4
Q

what are 4 reasons a business might want to grow

A
  • benefit from economies of scale
  • more power of market so can negotioate better deals
  • more status
  • safer from takeovers
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5
Q

is internal growth or external growth slower?

A

internal growth

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6
Q

what organisational should a business adopt if it is growing

A

traditional hierachy

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7
Q

what is the diasadvantages of a growing business

A
  • worse emploee relationships
  • harder to keep control and coordination
  • communication is harder
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8
Q

what is essential for effective growth

A

good communication

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9
Q

when does external growth occur

A

takeovers and mergers

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10
Q

what are the 3 types of integration

A

horizontal
verticle
conglomerate

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11
Q

what is congomerate integration

A

when 2 firms in different markets merge e.g cadburys and dulux

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12
Q

what is an expample of a successful merger

A

nippon glass and pilkington glass

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13
Q

what are 3 businesses that have sucessfully vertically integrated (they manufacture and sell the products)

A

zara and american apparel and morrisons

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14
Q

what percentage of takeovers fail?

A

50-70%

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15
Q

what are the 7 advantages of takeovers and mergers

A
  • gain all their knowledge
  • gain customers
  • gain insight into a new market
  • share ideas
  • economies of scale
  • eliminate competition
  • vertical integration cuts costs as you don’t need suppliers or a distribution chain
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16
Q

what are disadvantages of takeovers and mergers

A
  • organisations will have different values and cultures
  • staff will need to be fired which is unmotivating
  • pay wil have to be reorganised so its fair
  • diseconomies of scale
  • worse communication
  • employees may see it as a rivalry not a tema
  • 60% of mergers and takeovers destroy shareholder value
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17
Q

what is another way a firm could expand

A

go overseas

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18
Q

6 ways of financing groth

A

retained profits

  • mortgages
  • overdraft
  • loan
  • share issue
  • sell assets
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19
Q

how can new owners and leaders lead to change

A
  • new leaders often make change to make an impact
  • new leaders have a different vision to old ones
  • new leaders have different values, expiriences. leadrership styles
  • new leaders are brought in to make change most the time
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20
Q

what are 4 leadership case studies

A

nokia - elop was brought in in 2011 because of a poor performance
ryanair - they had an autocratic leadership style but changed leader so it would become more democratic
tesco - in 2014 a new ceo was appointed who has changed the strategy to looking completely at the long term
barclays - jenkins was brought in in 2014 after thy were found misselling ppi to customers. Jenkins told employees they either cept the new corporate culture or change jobs

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21
Q

after a poor performance what changes might be made

A
  • replacing staff
  • restructuring
  • new peocesses and systems
  • mergers and takeovers
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22
Q

what do you constantly need to do to plans

A

review them

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23
Q

what is contingency planning

Study These Flashcards
A

planning for events that might happen e.g terrorist attack or computer virus

24
Q

what is scenario planning

Study These Flashcards
A

managers imagine some scenarios that could happen and then plan them

25
which business does a lot of scenario planning
Shell
26
which business recovered well from the 9/11 attacks because of contingency planning
lehman brothers
27
what are 2 key influences on the change process
leadership and culture
28
what is the difference between leaders and managers
leaders look in to the future, have vision, are willing to break the mold ans re innovative. managers focus on the present, stick to the status quo and are implementers
29
what traits did stodgill (1974) say leaders have?
``` ambitions assertice decisive energetic persitant dominant dependable willing to take repsonsibility adaptabl to situations ```
30
what is a considerate style and an initiating structure
considerate style - they care about the well being of employees initiating structure - tellsuboridnates what to do, focuses on defining and plannign work
31
what is autocratic and democratic leadership
autocratic - tell employees what to do | democratic - everyone has a say
32
what does the blake mouton grid show
5 leadership styles which either have concern for people or production or both
33
what is the contingency approach to leadership?
it recognises the right leadership style may consider: - the nature of the leader - the nature of the subordinates - the nature of the task
34
who came up with transfromational and trtansactional leaders?
james burn (1978)
35
what are transformational and transactional leaders?
transformational - get subordinates to raise their standards | transactional - allows employees to reach their own goals if they contribute to the overall corporate objectives
36
who is a transoformational leader
steve jobs
37
according to french and raven what 5 types of power to leaders have
- legitamate power - reward power - expertise power - coercive power - referent power
38
what did handy say culture was
the way we do things around here
39
what did ouchi say culture was
the values, attitudes and beliefs of employees
40
what are the 5 types of cultures
``` entrpreneurial beurocratic customer focused conservative short run and long run ```
41
what is an entrepreneurial culture
highly valued if you try something even if it doesn't work
42
what is a beurocratic culture
people stick to the rules and don't make decisions for themselves
43
what is a conservative culture
the business doesnt take risks, they do extensive research before making a decision
44
what is a short run and long run culture
being focused on the short term or long term
45
how did deal and kennedy categorize culture
into feedback and risk involved
46
what 4 types of cultures did deal and kennedy come up with
tough guy matcho work har play hard process culture bet the company culture
47
what id tough guy matcho culture
rapid feedback and rewards but high risk e.g the police
48
what is work hard play hard culture
rapid feedback and reward low risk environment
49
what is process culture
Slow feedback and reward but low risk
50
what is bet the company culture
slow feedback reward high risk
51
what 4 types of culture did handy come up with
role task person power
52
what did hofstede research
116000 employees of a multinational located in 50 countries
53
what 5 factors did hofstede say determined a national culture
``` power distance uncertainty avoidance individualism v collectivism masculinity v feminity long term orientation ```
54
what did johnson and scholes say you can determine a culture by
``` stories rituals symbols organisational structire power structure control system ```
55
how can you change culture
- change what people value and see as important - offer incentives to anyone who accepts change - making employees feel they are part of the change - warn employees of change - provide resources to help people with change e.g training
56
who came up with programmed and non porgrammed decisions
simons
57
what is programmed and non porgrammed decisions
programmed - regular easy to make decisions | non - big decisions you must research e.g an investment

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