Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

a level business > 10.1 Managing change > Flashcards

10.1 Managing change Flashcards

1
Q

What should managers and leaders constantly monitor for pressures to change

A

Internal and external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What should managers and leaders also consider when considering pressures for change

A

Employee resistance to change, known as forces resisting change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is Lewin’s force field analysis

A

Supports managers and leaders in comparing pressures or forces for change against the forces resisting this change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is chain management

A

The process that ensures a business responds to the environment in which it operates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is radical change

A

(Step one)
- dramatic or radical change in one fell swoop
- often involves significant alteration in the business
- gets it over quickly / decisively
- may require some coercion to overcome resistance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is incremental change

A
  • usually involves little resistance
  • many small changes which take place as a business develops and responds to subtle changes in the external environment
  • arises as strategy develops
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is disruptive change

A
  • A form of step change arising from changes in the external environment
  • impacts the market as a whole, challenging the established “business model” (how products / services are sold)
  • rapid improvements in technology are the main driver of this change since technological innovation provides new ways of delivering goods and services as well as reducing barriers to entry
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Industries that suffered disruptive change due to technology change

A
  • media streaming (Spotify, Netflix, YouTube)
  • grocery retailing (Morrisons, Asda, Amazon)
  • travel & accommodation ( Airbnb, Trivago)
  • fashion retail (Asos, Boohoo, Missguided)
  • consumer file storage (Dropbox, iCloud, OneDrive)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Internal causes of change

A
  • new leadership
  • change in strategic direction & corporate objectives
  • significant investment decisions
  • changes to scope of business activities
  • adjusting the organisational structure (e.g delayering)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

External causes of change

A
  • competition (e.g new products, takeovers)
  • political & legal changes (e.g deregulation or takeovers)
  • changes in economic environment (post Brexit for UK firms)
  • longer-term changes in society (e.g lifestyles, demographics)
  • technological change (e.g rapid growth or mobile device usage)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

The value of change

A
  • whilst change is often viewed with concern by those affected, it is an essential part of the business life
  • the external environment is constantly changing, which makes change a constant too
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Benefits of change

A
  • helps sustain a competitive advantage
  • aligns business strategy with evolving nature of customer needs & wants
  • can take advantage of developing technologies
  • stakeholders gain from improved productivity and work environment
  • enables a business to improve the effectiveness of its communication and decision-making
  • being perceived as a business that leads change rather than follows it may bring market benefits
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the 4 Kotter and Schlesinger’s reasons for resisting change

A
  • self-interest
  • different assessment of the situation
  • low tolerance for change & inertia
  • misinformation & misunderstanding
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What are the 6 Kotter and Schlesinger’s overcoming barriers to change

A
  • education & communication
  • participation & involvement
  • facilitation & support
  • manipulation & co-option
  • negotiation & bargaining
  • explicit & implicit coercion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Why is self-interest a reason for resisting change

A
  • powerful motivator
  • arises from perceived threat to job security, status and financial position
  • understandable -why would you want to lose something you believe to be valuable
  • individuals often place their own interests ahead of those of their organisation, particularly if they don’t feel a strong loyalty to it
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Why is misinformation and misunderstanding a reason for resisting change

A
  • people don’t understand why change is needed, perhaps because they are motivated about the real strategic position of the business
  • perception may be widespread that there is no compelling reason for change
  • perhaps even an element of people fooling themselves that things are better than they really are
17
Q

Why is different assessment of the situation a reason for resisting change

A
  • there is disagreement about the need for change or what the change needs to be
  • some people may simply disagree with the change proposed, or they may feel they have a better solution
  • this is different from “self-interest” the resistance here is based on disagreement about what is best for the business
18
Q

Why is low tolerance & inertia a reason for resisting change

A
  • many people suffer from inertia or reluctance to change, preferring things things to stay “the way they are”
  • many people need security, predictability & stability in their work
  • if there is low tolerance of change (perhaps arising from past experience) then resistance to change ay grow
19
Q

Why is education & communication a way of overcoming resistance to change

A
  • the starting point for successful change is to communicate effectively the reasons why change is needed
  • honest communication about the issues and the proposed action helps people see the logic of change
  • effective education helps address misinformation or inaccuracies
  • education and communications are unlikely to achieve very short term effect. They need to be delivered consistently and over a long-period for maximum impact
20
Q

Why is participation & involvement a way of overcoming resistance to change

A
  • involvement in a change programme can be an effective way of bringing “on-board” people who would otherwise resist
  • participation often leads to commitment, not just compliance
  • a common issue in any change programme is just how much involvement should be permitted. Delays and obstac.es need to be avoided
21
Q

Why is facilitation & support a way of overcoming resistance to change

A
  • K&S identified what they called “adjustment problems” during change programmes
  • most people (though not all) will ned support to help them cope with change
  • key elements of facilitation and support might include additional training, counselling and mentoring as well as simply listening to the concerns of people affected
  • if fear and anxiety is at the heart of the resistance to change then facilitation and support become particularly important
22
Q

Why is manipulation & co-option a way of overcoming resistance to change

A
  • co-option involves bringing specific individuals into roles that are part of change management (perhaps managers who are likely to be otherwise resistant to change)
  • manipulation involves the selective use of information to encourage people to behave in a particular way
  • whilst the use of manipulation might be seen unethical, it might be the only option if the other methods of overcoming resistance to change prove ineffective
23
Q

Why is negotiation & bargaining a way of overcoming resistance to change

A
  • the idea is to give people who resist an incentive to change - or leave
  • the negotiation and bargaining might involve offering better financial rewards for those who accept the requirements of the change programme
  • enhanced rewards for leaving might also be offered
  • commonly used when there is need to restructure (delayering)
24
Q

Why is explicit & implicit coercion a way of overcoming resistance to change

A
  • the “last resort” if other methods fail
  • people being told exactly what the implication of resisting change will be
  • implicit coercion involves suggesting the likely negative consequences for the business of failing to change, without making explicit threats
  • the big issue with coercion is it almost damages trust between people in a business and can lead to damaged morale (in the short term)

a level business (43 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions