UNIT 4 AOS 2

Question 1

Change

Answer 1

Any alteration in the internal or external environments

Question 2

Organisational Change

Answer 2

The adoption of a new idea or behaviour by an organisation

Question 3

Driving Forces

Answer 3

Forces that support the change

Question 4

Restraining Forces

Answer 4

Forces that work against the change

Question 5

Force-field analysis

Answer 5

Outlines the process of determining which forces drive and which resist a proposed change

Question 6

Restraining: Management

Answer 6

• hasty decisions
• poorly timed and unclear
• resistance

Question 7

Restraining: Employees

Answer 7

• resistance
• fear of change
• ill equipped

Question 8

Restraining: Time

Answer 8

• not enough time
• poor
• external environment changes

Question 9

Restraining: Competitors

Answer 9

• power and domination
• waste of time
• waste of resources

Question 10

Restraining: Low Productivity

Answer 10

• cause disruptions to work
• mistrust amongst employees
• breakdown of corporate culture
• low morale due to change

Question 11

Organisational Inertia

Answer 11

An unenthusiastic response from management to proposed change.
Moving away from comfort zones

Question 12

Restraining: Legislation

Answer 12

• comply with law

- restrictions

Question 13

Restraining: Cost

Answer 13

• cost vs benefits

- purchasing new equipment, redundancy payments, retraining and reorganising plant layout

Question 14

Step One

Answer 14

Create Urgency

Inspire people to want to change and spark the initial movement to get things moving

Question 15

Step Two

Answer 15

Form a powerful coalition

Assembling a group of leaders with the right emotional commitment and required skills to introduce and guide the change

Question 16

Step Three

Answer 16

Create a Vision for change

The ideas and solutions from members of the organisation that are linked to the overall concept for change

Question 17

Step Four

Answer 17

Communicate the Vision
Providing information regarding the essential aspects of the vision. The vision must be understood and all operations must be tied to it

Question 18

Step Five

Answer 18

Remove Obstacles

Removing barriers, anything that stops the change process must be overcome to achieve success

Question 19

Step Six

Answer 19

Create Short Term Wins
Create quick targets that can be achieved so results are visible. Identify things going well and celebrate that, results will motivate change

Question 20

Step Seven

Answer 20

Build on the change

Analyse effective changes and keep pushing for improvements. Build on momentum to ensure the change is moving

Question 21

Step Eight

Answer 21

Anchor the Change in Corporate Culture
The vision behind the change and its values should become a part of the core of the organisation. Change ideals should become the norm and continuation to make the change successful.

Question 22

Low Risk Strategies

Answer 22

Involves communication, employee participation, support, negotiation and training. This aims to reduce the fear and anxiety of change and resistance from the employees.

Question 23

High Risk Strategies

Answer 23

• Manipulation: Skilful or devious exertion of influence over someone to get them to do what they want. Leaving out key facts or distorting the truth.
• Cooptation: Selection of an influential person among resistors to be involved in the development and implementation of the change process
• Threat: Suggesting that something will happen if employees don’t support the change (direct or indirect)

Question 24

Change Agent

Answer 24

A person who acts as a catalyst, assuming responsibility for managing the change process

Question 25

Role of Leadership

Answer 25

Leading change allows the manager to act as a bridge to support the employees as they cross from existing work practices into new unfamiliar territory Leaders should show empathy and understanding as well as other management skills to help the employees deal with the change.

Question 26

Internal Environment

Answer 26

- organisational structure - Corporate culture - Human Resource Management - Operations Management

Question 27

Transformational Change

Answer 27

Complete restructure throughout the whole organisation

Question 28

Incremental Change

Answer 28

Minor changes

Question 29

Organisational Structure

Answer 29

Changes to the way the organisation is constructed - Outsourcing: contracting of some organisational operations to outside suppliers - Flat Structures: Greater Responsibility transferred to frontline staff as opposed to a middle management. - Work Teams: transforms culture, practices, operations and productivity

Question 30

Corporate Culture

Answer 30

Changes must be evident in the values and morals of the organisation for it to survive. If the Corporate Culture suits all environments then there is the attitude required to compete.

Question 31

Human Resource Management

Answer 31

- Recruitment and Selection: process will have to reflect the need for individuals who have the skills to handle the changing circumstances - Termination processes must be put into practice if employees are being made redundant - Training must be offered to existing employees to equip themselves with the skills required to deal with change - Communication (clear)

Question 32

Operations Management

Answer 32

- Refitted and Reorganised factories to take advantage of improvements in technology. (pursuing efficiency) - Production process and the way it is organised (flexible manufacturing) - Quality assurance: emphasis on the satisfaction of customers regarding to the output. - Human Relations: approach to work more intelligently.

Question 33

Ethics in Change Management

Answer 33

``` -Support employees fear change form of training provide justification and be honest (communication) provide information, timeline etc. ```

Question 34

Social Responsibility in Change Management

Answer 34

Employees being made redundant should be given assistance to get a new job to keep unemployment low in the community.

Question 35

Sources of change

Answer 35

- Internal environment - External:Operating environment - external: macro environment

Question 36

Internal Environment as a source for change

Answer 36

- Management: responsible for running a profitable organisation, if profits are low decisions and changes must be made to fix it - Employees: expectations (paid and treated fairly etc) leading to them recommending change. Innovative as well - Corporate Culture: if it impedes success it must be changed - Policies: Change comes about as new policies and procedures

Question 37

External: Operating Environment as a source for change

Answer 37

- Customers: ensure future profitability means responding to customer demands and preferences to satisfy them - Competitors: modifications to suit the market they are in so they can compete - Suppliers: on the lookout always for new suppliers to avoid difficulties - Interest Groups: eg Trade unions bring about change regarding wages etc.

Question 38

External: Macro Environment as a source for change

Answer 38

- Economic Forces: to meet the market to be most profitable changes may need to be made - Political and Legal forces: influence of law etc organisations may need to change to comply with the law - Technological Forces: strive for a greater market share by keeping up with the technology on offer. - Global Forces: trend (moving around the world faster and cheaper) - Geographic forces: exportation and expansion - Social Forces: societys values and attitudes influence change