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A-level Business > 10 - Managing Strategic Change > Flashcards

10 - Managing Strategic Change Flashcards

1
Q

What does CPA do?

A

Identifies the order of tasks to ensure effective use of time

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2
Q

Pros of CPA

A
  • identifies critical activities
  • improves focus
  • greater productivity
  • allows for JIT
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3
Q

Cons of CPA

A
  • relies on estimations
  • doesn’t account for external influences
  • large projects can be too complex
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4
Q

What is important for when implementing strategic change?

A
  • leadership
  • communication
  • organisational structure
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5
Q

What is Lewin’s Force Field Analysis?

A

There are 2 opposing forces when introducing change: the driving and the resisting force

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6
Q

What does Lewin’s force field analysis identify?

A

The key decision makers and the balance of power between the 2 forces

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7
Q

What are some pressures for change?

A
  • meet objectives
  • competitive advantage
  • respond to influences
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8
Q

What is incremental change?

A

Change over time

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9
Q

What is disruptive change?

A

Change that is rapid and unexpected

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10
Q

How are organic structures characterised?

A
  • informal
  • flexible
  • verbal communication
  • find change easier to handle
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11
Q

How are mechanistic organisations characterised?

A
  • formal
  • centralised
  • formal communication
  • greater resistance to change
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12
Q

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

A
  • parochial self interest
  • prefers the status quo
  • misunderstanding and fear
  • different assessment
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13
Q

What does “prefer the status quo” mean in Kotter and Schlesinger’s reasons for resistance to change?

A

Stakeholders are happy with the way things are and want it to stay

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14
Q

What does “parochial self interest” mean in Kotter and Schlesinger’s reasons for resistance to change?

A

Stakeholders fear change will result in them being personally worse off

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15
Q

What does “misunderstanding and fear” mean in Kotter and Schlesinger’s reasons for resistance to change?

A

Stakeholders believe the motives for change are wrong and mistrust decision making

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16
Q

What does “different assessment” mean in Kotter and Schlesinger’s reasons for resistance to change?

A

Stakeholders believe that the proposed change is not the correct course of action and there is a better solution

17
Q

What are the 6 methods to overcome resistance to change according to Kotter and Schlesinger?

A
  • explicit and implied coercion
  • manipulation and co-option
  • participation and involvement
  • education and communication
  • negotiation and agreement
  • facilitation and support
18
Q

Hofstede’s Natural Culture does what?

A

The different ratings out of 100 for different characteristics

19
Q

List ideas of categories for Hofstede’s natural culture

A
  • individualism and collectivism
  • masculinity and femininity
  • long-term and short-term
  • avoidance or embracing risk
20
Q

What does culture effect in a business?

A
  • decision making
  • structure
  • communication
  • attitude
  • leadership
21
Q

Handy’s Model

What is task culture?

A

Emphasis on achieving set outcomes through cooperation and team work

  • matrix stricter
  • delegation
22
Q

Handy’s Model

What sort of business is task culture suited to?

A

Rapidly changing organisations

23
Q

Handy’s Model

What is role culture?

A

Clear rules and procedures in a clear hierarchy, slowing decisions due to

  • tall structure
  • bureaucratic leadership
24
Q

Handy’s Model

What business is suited to role culture?

A

Public sector businesses

25
Q

Handy’s Model

What is power culture?

A

A few people central to the organisation have control, often with fewer rules

26
Q

Handy’s Model

What type of business is suited to power culture?

A

Smaller businesses

27
Q

Handy’s Model

What is person culture?

A

Lots of autonomy is given to individuals who are highly skilled, risk taking and innovation encouraged and receded

  • democratic
  • decentralised
28
Q

Handy’s Model

What sort of business suits person culture?

A

Lawyers, solicitors

A-level Business (10 decks)

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