Unit 10

Question 1

What are the types of change?

Answer 1

• Internal
• External
• Disruptive
• Incremental

Question 2

What is internal change?

Answer 2

When root cause of change comes from inside the business

Question 3

What is an example of internal change?

Answer 3

• Changess in leadership may cause a new structure or culture

Question 4

What is external change?

Answer 4

When root cause of change comes from outside the business

Question 5

What is an example of external change?

Answer 5

• Changes in economic environment may mean that interest rates rise and need to reduce gearing

Question 6

What is disruptive change?

Answer 6

Extreme type of change to products or processes that irreversibly alters the industry or market

Question 7

What is an example of disruptive change?

Answer 7

Online music streaming platforms like spotify that replaced physical cd albums

Question 8

What is incremental change?

Answer 8

Small but frequent changes over time and must always adapt to external environment to avoid strategic drift

Question 9

What is Lewis Force Field analysis model?

Answer 9

A change management model that focuses on a point in time and the factors for and against change

Question 10

What does Lewin’s Force Field analysis model consist of?

Answer 10

Driving forces for the change and restraining forces which are obstacles against the change

In the middle is the present or desired state

Question 11

What is an example of driving forces towards change in Lewin’s model?

Answer 11

• Net incomes falling
• Higher customer complaints
• Increased number of rivals

Question 12

What is an example of restraining forces in Lewin’s model?

Answer 12

• Trade unions
• Employee satisfaction
• Local community

Question 13

What is the positive value of change?

Answer 13

• can create number of opportunties for business like creating new markets
• can revaulate what they do to improve productivity, efficiency, quality and profitability

Question 14

What is the negative value of change?

Answer 14

• many stakeholders will see change as a threat and if the changes aren’t managed properly it will result in failure

Question 15

What is a flexible organisation?

Answer 15

An organisation that can adapt to changes in external environment quickly and effectively

Question 16

What are the advantages of being a flexible organisation?

Answer 16

• Adaptable to meet consumer tastes and changes in demand
• Efficiency increased because less waste and optimised resource usage, reducing costs

Question 17

What are the disadvantages of being a flexible organisation?

Answer 17

• can cause resistance to change from employees bc they may think job is at risk
• coordination issues
• have to act quickly and work harder so more employee burnout and high labour turnover

Question 18

What is the benefit of restructuring through flexible employment contracts?

Answer 18

• ability to adjust staff levels and reduce expenses
• diff types of people increase diversity

Question 19

What benefit does restructuring through delayering have?

Answer 19

• Removing layers of manangement to create flatter structure makes communication easier, more delegation and faster decision making

Question 20

What is the value of knowledge and information?

Answer 20

• technology gives greater insight to changes ahead so can plan and manage

Question 21

What is a mechanistic structure?

Answer 21

• hierarchal and rigid
• clear lines of authority
• ideal for stable environments

Question 22

What is an organic structure?

Answer 22

• flexible
• decentralised
• focused on employee empowerment
• ideal for uncertain environments

Question 23

What are Kotter + Schlesinger’s reasons for resistance to change?

Answer 23

• self interest
• different assesment
• low tolerence for change
• misunderstanding

Question 24

What is self interest as part of kotter’s model?

Answer 24

employees have narrow outlook and only care about the impact change has on them, not the business

Question 25

What is different assessment as part of kotter's model?

Answer 25

stakeholders made different assessment as to whether change is needed or what change is needed and dont agree with managers

Question 26

What is low tolerance for change as part of kotter's model?

Answer 26

workers fear they dont have the skills to keep up with changes or are not willing to retrain

Question 27

What is misunderstanding as part of kotter's model?

Answer 27

employees dont believe manager or there is lack of communication and information

Question 28

What are Kotter + Schlesinger's six ways of overcoming resistance to change?

Answer 28

- education + communication - participation + involvement - facilitation + support - negotiations - manipulation + coption - coercion

Question 29

What is education and communication according to Kotter?

Answer 29

where there is lack of communication or info explain why change is needed

Question 30

what does education and communication (kotter) depend on?

Answer 30

is there enough time to convince employees?

Question 31

what is particpation and involvement according to kotter?

Answer 31

where there is different assessment make staff contributions feel valued

Question 32

what is disadvatange of participation and involvement (kotter)?

Answer 32

could slow process down

Question 33

what is facilitation and support according to kotter?

Answer 33

provide training where there is low tolerence to change to staff feel secure in their skills and job position

Question 34

what is a disadvantage of facilitation and support (kotter)?

Answer 34

could be costly and not worth it if facilitation is coming

Question 35

what is negotiation according to kotter?

Answer 35

be open to staff views and negotiate to come to agreements when there are different assessments

Question 36

what is manipulation and coption according to kotter?

Answer 36

rewards are offered to influential staff to win them over and keep satisfied

Question 37

what is coercion according to kotter?

Answer 37

chnage is forced despite potential impacts

Question 38

what are handy's cultures?

Answer 38

- power - task - role - people

Question 39

what is handy's power culture?

Answer 39

- centralised (decisions made by select few) - quick decision making but rapid growth may cause communication to break down

Question 40

what is handy's task culture?

Answer 40

- matrix structure with focus on specific task or project - individuals brought in from different departments to work on tasks - cross function communication but can lead to confusion due to multiple managers

Question 41

what is handy's role culture?

Answer 41

- hierarchal structure where employee power is determined by role - stable environment but staff tasks are limited to their role

Question 42

what is handy's people culture?

Answer 42

- focus on autonomy where workers have freedom to act independantly based on specialist skills - can allocate best staff but may have individualist mindset

Question 43

what is hofstede's national cultures model?

Answer 43

based around the idea that business culture is different in all countries based on 6 dimensions that are rated on a scale out of 10

Question 44

what are hofstede's six dimensions?

Answer 44

- power distance - individualism vs collectivism - masculine vs feminine - long vs short term orientation - indulgence - uncertainty avoidance

Question 45

what is power distance (hofstede)?

Answer 45

to what extent society believes that power csn be distributed unequally

Question 46

what do countries with low power distance do (hofstede)?

Answer 46

decentralise

Question 47

what do countries with high power distance do (hoftsede)?

Answer 47

centralised structure

Question 48

what is individualism vs collectivism (hofstede)?

Answer 48

extent to which individuals should look after themselves rather than work in a team

Question 49

what do countries with low individualism do (hofstede)?

Answer 49

team loyalty and non financial methods of motivation

Question 50

what do countries with high levels of individualism do (hofstede) ?

Answer 50

limited autonomy and financial rewards

Question 51

what does a more masculine country do (hofstede)?

Answer 51

focus on money

Question 52

what does a more feminine country do (hofstede)?

Answer 52

have high concern for others and relationships

Question 53

what is long term orientation (hofstede)?

Answer 53

how society deals with issues and whether they look at impacts in long term or short term

Question 54

what is indulgence (hofstede)?

Answer 54

the ability to control desire

Question 55

what is uncertainty avoidance (hofstede)?

Answer 55

the tolerence for ambiguity and the extent they are willing to accept change

Question 56

what are the key influences on organisational culture?

Answer 56

- founders - size - rewards - industry - structure - environment

Question 57

what are the key reasons for organisational change?

Answer 57

- business performance (eg. sales and labour turnover) - new leadership - changes in the external environment

Question 58

what are the problems of changing organisational culture?

Answer 58

- resistance to change - requires time and effort to do effectively - harder to make changes in larger well established organisations -MNCs need to consider cultural differences

Question 59

what should be considered when implementing strategy effectively?

Answer 59

- how effectively has it been communicated? - has leadership been effective in implementation phase? - is the correct organisational structure being used? - will network analysis be used?

Question 60

what are the different organisational structures?

Answer 60

- functional - regional - product - matrix

Question 61

what is a functional organisation structure?

Answer 61

organisatiion is split into specialist departments