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A-level Business (year 13) > 3.10 Managing Strategic Change > Flashcards

3.10 Managing Strategic Change Flashcards

1
Q

Lewin’s force field analysis

A

suggests that there are two opposing forces when change is implemented

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2
Q

In Lewin’s force field analysis what are driving forces?

A

those who are in favour for change or reasons for change

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3
Q

In Lewin’s force field analysis what are resisting forces?

A

those who are against change or reasons against the change

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4
Q

What are some of the pressures and causes for change?

A

-to meet objectives
-respond to external forces
-respond to internal forces
-gain competitive advantage

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5
Q

what are the 4 main types of change?

A

-internal change
-external change
-incremental change
-disruptive change

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6
Q

Incremental change

A

change that is implemented over time with a small number of changes being made on a regular basis to achieve ongoing improvements

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7
Q

Disruptive change

A

change that is rapid and unexpected (has a dramatic effect)

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8
Q

What are the 4 reasons that Kotter and Schlesinger say cause resistance to change?

A

-parochial self interest
-misunderstanding and fear
-prefer the status quo
-different assessment

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9
Q

Parochial self interest

(Kotter and Schlesinger’s reasons for resistance to change)

A

stakeholders fear that change will result in them being personally worse off and therefore want to protect themselves against this

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10
Q

Prefer the status quo

(Kotter and Schlesinger’s reasons for resistance to change)

A

stakeholders are happy with the way things are and therefore just want to keep it as it is

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11
Q

Misunderstanding and fear

(Kotter and Schlesinger’s reasons for resistance to change)

A

stakeholders believe the motives for change are wrong and therefore mistrust the decision makers

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12
Q

Different assessment

(Kotter and Schlesinger’s reasons for resistance to change)

A

stakeholders believe that the proposed change is not the correct course of action and that they could suggest a better solution

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13
Q

What are Kotter and Schlesinger’s 6 methods for overcoming resistance to change?

A

-Explicit and implied coercion
-manipulation and co-option
-education and communication
-negotiation and agreement
-facilitation and support
-participation and involvement

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14
Q

Education and communication

(Kotter and Schlesinger’s methods for overcoming resistance)

A

providing stakeholders with all necessary information to help them understand

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15
Q

Participation and involvement

(Kotter and Schlesinger’s methods for overcoming resistance)

A

Providing a sense of ownership to stakeholders so they feel part of the change process

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16
Q

Facilitation and support

(Kotter and Schlesinger’s methods for overcoming resistance)

A

providing necessary skills and resources to help

17
Q

Negotiation and agreement

(Kotter and Schlesinger’s methods for overcoming resistance)

A

increase two way communication by bargaining with stakeholders and necessary compromise

18
Q

Manipulation and co-option

(Kotter and Schlesinger’s methods for overcoming resistance)

A

use of project champions who may receive incentives and are tasked with winning around others

19
Q

Explicit and implicit coercion

(Kotter and Schlesinger’s methods for overcoming resistance)

A

pushing change through despite resistance (last resort)

20
Q

CPA

A

Critical path analysis is a management technique to make best use of resources (lean production method)

21
Q

CPA Rules

A

-each line represents the activity
-lines should not cross
-EST are calculated from left to right
-LFT is calculated from right to left
-for EST, add up the length of all activities to calculate the correct EST figure for each node
-for LFT take away the length of all of all of the activities to calc LFT for each node
-if more than one activity precedes a noe the lowest figure becomes an LFT

(LFT latest finishing time)
(EST estimated start time)

22
Q

When doing CPA what is float and how is it calculated?

A

the amount of time an activity can be delayed without effecting the finishing time

float= LFT-Duration-EST

23
Q

Critical activity

A

An activity with 0 float

24
Q

What are the advantages and disadvantages of CPA?

A

+identifies the critical activities
+shortens overall time of project
+more productive
+allows for just in time

-only a starting point for a project
-relies on estimations
-does not factor in external influences
-large projects can be too complicated for CPA

25
Q

What are the 5 factors of Hoftstede’s national culture model? (in order of which is a high rating to low rating)

A

-individualism and collectivism
-masculinity and femininity
-long and short termism
-high and low power
-avoiding and embracing change

26
Q

According to Handy’s culture model what are the 4 types of culture?

A

-Task
-Role
-power
-person

27
Q

What is Task culture on Handy’s culture model?

A

Emphasis on achieving goals through team work. tends to be fewer rules and a matrix structure, ideal for rapidly changing organisations

Focus on specific tasks, people brought in to work as required

28
Q

What is Role culture on Handy’s culture model?

A

-common in bureaucratic businesses
-lots of rules and responsibilities
-slow decision making
-tall organisations
tend to be government and schools

29
Q

What is power culture on Handy’s culture model?

A

-small entrepreneurial businesses
-little bureaucracy
-quick decisions

30
Q

What is person culture on Handy’s culture model?

A

-individuals are responsible for their own work
-similar expertise
-autonomy

31
Q

Window Dressing

A

A strategy where a business may manipulate its accounts to look more favourable within legal limits

eg. estimating an asset to be worth more than it actually is to perceive more successful to a potential investor

32
Q

Planned strategy

A

A strategy introduced with foresight.
-clear sense of direction
-easily communicated
-strategy wanted by manager
-may lack flexibility

33
Q

Emergent strategy

A

A strategy that is developed over time
-responds to changes
-greater flexibility
- may create mistrust amongst stakeholders

34
Q

Strategic Drift

A

occurs when a strategy fails to adapt to changes in the internal/ external environment making it no longer fit for purpose

35
Q

Corporate governance

A

Refers to the formal policies and procedures that are instrumental in the running of a business

36
Q

Contingency planning

A

The process by which organisations try to prepare for the unexpected and potentially disastrous events

37
Q

Crisis management

A

Manner in which an organisation responds to an unexpected and potentially disastrous event

38
Q

What is the process for developing a contingency plan?

A
  1. Acceptance
  2. catalogue possibilities
  3. (not always used) preventative measures
  4. Crisis plan
  5. testing
  6. review
    repeat

A-level Business (year 13) (4 decks)

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