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Business EL > 3.10.1- Managing change > Flashcards

3.10.1- Managing change Flashcards

1
Q

What impact can trade unions have on overcoming resistance to change?

A

if trade union agrees with the change then they can get the employees on board

it may help management to understand why there is resistance if they engage with workers’ representatives

can influence the balance of (Lewin’s) forces that either support or resist change

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2
Q

-how can trade unions help with overcoming resistance to change and how could they make it more difficult

A

management may ignore outcomes of consultation

-may create too much delay

  • the nature of the strategic change creates too much conflict

-the extent to which workers within the firm/industry are represented by a trade union

-whether relations with unions are strong or not

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3
Q

What are the 6 methods of dealing with resistance to change (Kotter and Schlesinger)

A

education + communication

participation + involvement

facilitation + support

negotiation +agreement

manipulation + co-optation

explicit + implicit coercion

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4
Q

When is education + communication commonly used in situations (methods of dealing with resistance to change)

A

where there is a lack of information or inaccurate information and analysis

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5
Q

When is participation + involvement commonly used in situations (methods of dealing with resistance to change)

A

when the initiators do not have all the information they need to design the change, and where others have considerable power to resist

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6
Q

When is facilitation + support commonly used in situations (methods of dealing with resistance to change)

A

where people are resisting because of adjustment problems

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7
Q

When is negotiation + agreement commonly used in situations (methods of dealing with resistance to change)

A

where someone or some group will clearly lose out in a change, and where that group has considerable power to resist

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8
Q

When is manipulation + co-option commonly used in situations (methods of dealing with resistance to change)

A

where other tactics will not work or are too expensive

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9
Q

When is explicit + implicit coercion commonly used in situations (methods of dealing with resistance to change)

A

where speed is essential, and the change initiators possesses considerable power

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10
Q

Advantage of education + communication (methods of dealing with resistance to change)

A

one persuaded, people will often help with the implementation of the change

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11
Q

Disadvantage of education + communication (methods of dealing with resistance to change)

A

can be very time - consuming if lots of people are involved

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12
Q

Advantage of participation + involvement (methods of dealing with resistance to change)

A

people who participate will be committed to implementing change and any relevant information they have will be integrated into the change plan

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13
Q

Disadvantage of participation + involvement (methods of dealing with resistance to change)

A

Can be very time consuming if participants design an inappropriate change

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14
Q

Advantage of facilitation + support (methods of dealing with resistance to change)

A

no other approach works as well with adjustment problems

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15
Q

Disadvantage of facilitation + support (methods of dealing with resistance to change)

A

can be time consuming, expensive and still fail

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16
Q

Advantage of negotiation + agreement (methods of dealing with resistance to change)

A

sometimes it is a relatively easy way to avoid major resistance

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17
Q

Disadvantage of negotiation + agreement (methods of dealing with resistance to change)

A

can be too expensive in many cases if it alerts others to negotiate for compliance

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18
Q

Advantage of manipulation + co-option (methods of dealing with resistance to change)

A

where other tactics will not work or are too expensive

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19
Q

Disadvantage of manipulation + co-option (methods of dealing with resistance to change)

A

can lead to future problems if people feel manipulated

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20
Q

Advantage of explicit + implicit coercion (methods of dealing with resistance to change)

A

it is speedy and can overcome any kind of resistance

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21
Q

Disadvantage of explicit + implicit coercion (methods of dealing with resistance to change)

A

can be risky if it leaves people mad at the initiators

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22
Q

Famous examples of resistance to change

A

“There is no chance that the iphone is going to get any significant market share” Steve Ballmer, microsoft CEO 2007

“TV wont be able to hold any market - people will get tired of staring at a plywood box every night” - Darryl Zanuck, executive at 20th century fox- 1946

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23
Q

Kotter and Schlesinger- 4 reasons for resistance for change

A

Parochial self-interest

misunderstanding and lack of trust

different assessments

low tolerance for change

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24
Q

What is self interest

A

concerned with how changes will affect their own interests

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25
Q

What does it mean when people have different assessments of the situation

A

disagree on the reasons for the change

26
Q

What does it me when a person has low tolerance

A

they like things the way they are

27
Q

What is misinformation + misunderstanding

A

communication problems, inadequate information given

28
Q

Multiple choice question

A business overcomes resistance to change by giving a highly rewarded role in the processes to the trade union leader. According to Kotter and Schlesinger, this method is

A- education and communication
B- explicit coercion
C-facilitation and support
D- manipulation and co option

A

D- manipulation and co-option

29
Q

Why might employees in a business resist change

A

Parochial-self interest
misunderstanding and lack of trust
different assessments
low tolerance for change

30
Q

What is parochial self-interest

A

narrow outlook

focused on own self interest rather
than the business

feel they will lose something

will resist if they cant see how change
will benefit them

31
Q

What is misunderstanding and lack of trust

A

not fully understanding the implications of change

will think they have more to lose than gain

poor communication can lead to incorrect information being passed down

can cause confusion and anxiety

32
Q

Education and communication

A

need to communicate the reasons why change is needed

effective education helps address misconceptions

unlike to work short-term

33
Q

Participation and involvement

A

can be an effective way of bringing on board people that would resist

participation often leads to commitment

delays and obstacles need to be avoided

34
Q

Facilitation and support

A

most people will need support to help them cope

can include additional training, counselling and mentoring or simply listening

can help if fear and anxiety is at the heart of the resistance

35
Q

Negotiation and agreement

A

give people who resist an incentive to change - or leave

might involve offering better financial rewards

enhanced rewards for leaving might also be offered

commonly used when a business needs to restructure the organisation (eg delayering)

36
Q

Manipulation and co-option

A

co-option involves bringing specific individuals into roles that are part of change management

manipulation involves the selective use of information to encourage people to behave in a particular way

whilst the use of manipulation might be seen as unethical, it might only option if other methods of overcoming resistance to change prove ineffective

37
Q

Explicit and implicit coercion

A

Very much the last resort

explicit- people being told exactly what the implications of resisting will be

implicit- involves suggesting the likely negative consequences for the business of failing to change- without making explicit threats

38
Q

What is the value of change

A

organisations need to change in order to respond and adapt to the continual pressure of internal and external developments

39
Q

What will happen if a business doesn’t change

A

could lose competitive edge
could fail to meet customer needs
would not have taken advantage of new techniques

40
Q

What is a flexible organisation

A

one that is able to adapt and respond relatively quickly to changes in its external environment- in order to gain advantage and sustain its competitive position

41
Q

What do flexible organisations include

A

restructuring
delayering
flexible employment contracts
organic structures v mechanistic
knowledge and information management

42
Q

What is restructuring

A

involves changing the organisational structure

can be type of structure and layers or how business units are organised

43
Q

Challenges of changing the structure

A

manager and employee resistance

disruption and de motivation = potential problems with staff retention

costs

negative impact on customer service or quality

44
Q

What is delayering

A

a popular strategy to remove one or more levels of hierarchy from the organisational structure

45
Q

What is Lewin’s Force Field model

A
46
Q

What forces for change might there be? - Internal

A

lower profits

struggling with efficiency

improve competitiveness

communication issues

large losses

decline in demand

lack of innovation

47
Q

What forces for change might there be? -

A

economic uncertainty

competitor actions

higher material costs

legislation

politics

ethical values

technological changes

customer demand

48
Q

What forces against change might there be - (restraining forces)

A

communication problems

inadequate information

low tolerance of change

sense of security

disagreement over the need for change

introducing new technology or working practices creates uncertainty

failure of previous change initiatives

49
Q

Advantages of using Lewin’s force field analysis

A

simple to use
quick
can show main reasons for and against an argument
visual
useful tool to aid decisions

50
Q

Disadvantages of using Lewin’s force field analysis

A

manager creates their own ‘values’

may miss vital forces for change

external factors may be difficult to quantify

51
Q

What is incremental change

A

small adjustments made, usually over a long period of time adding up to big change

it usually doesn’t alter current working practices in any significant way

52
Q

Example of incremental change

A

a car manufacturer wanting to cut costs and improve the quality of its product over time:

gradually improving the quality and efficiency of each component so that bit by bit the quality of the overall product improves and costs fall

eg TOYOTA

53
Q

What is disruptive change

A

an irreversible change to products, processes and markets

a change that alters the future completely from what was expected before the change

54
Q

examples of disruptive change

A

the internet for accessing information
the computer industry
data storage
digital cameras
smartphones

55
Q

According to Lewin’s force field analysis model, in order for change to occur:

A

the change must be achievable within the 12 months

the strengths of change must exceed the weaknesses

the driving force must exceed the restraining force

the restraining force must exceed the driving force

56
Q

What is change management and what are the goals

A

a process used by companies to plan, implement and manage change within the organisation

goal is to ensure that changes are implemented smoothly and efficiently, with minimal disruption to the business and its stakeholders

57
Q

Internal causes of change

A

staff
culture
leadership
poor performance
growth

57
Q

External causes of change

A

political
economic
social
technological
environmental
legislation
competition

58
Q

Why would a business want to move to a hybrid work arrangement

A

more efficient use of work stations
increased productivity
better employee engagement
lower costs
more desirable work environment

59
Q

What might make it difficult for a business to implement hybrid working

A

communication issues
employees work beyond their hours
increased reliance on technology
loss of social aspect of work
have to redesign work space
difficult for new employees

Business EL (12 decks)

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