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Business A2 Mrs Irwin > 3.10.1 Managing change > Flashcards

3.10.1 Managing change Flashcards

1
Q

What is change management ?

A

Aspect of management focusing on ensuring that the firm responds to the environment in which it operates

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2
Q

What are the 4 features of change management ?

A

Change is the result of dissatisfaction with the present strategies

Essential to develop a vision for a better alternative -> need to be proactive

Necessary to develop strategies to implement change -> how things will be introduced in future

Resistance to proposal at some stage

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3
Q

What are things which change often arise from?

A 
New product development 
New competitors 
Old competitors leaving market 
Consumers taste + preference changes 
Changes in politics, economics, social framework, technology + legal system
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4
Q

Who devised the force field analysis?

A

Lewin

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5
Q

From Lewin’s model, how do you explain if change will happen?

A

Change will happen if the driving forces are stronger than the resisting forces

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6
Q

What are the internal forces for change?

A

Wanting to increase profit -> cut costs, increase revenue

Reorganisation to increase efficiency

Conflict + competition between departments

Change wanted in the organisational cultres

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7
Q

What are the external forces for change ?

A 
Changes in customer demand 
Competition 
input costs 
legislation 
ethics 
tax changes 
new technology 
politics 
technological obsolescence
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8
Q

Explain why + why not a degrees of resistance is good?

A

It is good -> points where there are weakness in the changes

It would reduce the achievement of organisational objectives

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9
Q

Explain Lewin’s force field analysis ?

A

on one side, there are forces driving the change + one the other forces resisting change.
No change will occur where there is an equilibrium between the 2 forces
For change to happen, the driving forces. have to be stronger than the restraining ones

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10
Q

Name the organisational barriers to change

A

Existing power structures
Resistance from work groups
Failure of previous change initiatives
Structure interi -> non flexible organisiation

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11
Q

Who identified the basic cause of resistance to change ?

A

Kotter + Schlesinger

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12
Q

What are the basic causes of resisting change ?

A

PAROCHIAL SELF INTEREST -> they care more about how it will impact themselves
LOW CHANGE TOLERANCE -> we fear change
ASSESSING CHANGE DIFFERENTLY -> don’t think it is needed as it hasn’t been effectively explained to them
MISUNDERSTANDING -> inadequate communication so people don’t understand why change is needed

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13
Q

What are the individual barriers to change ?

A

Traditional set ways + fear

Traditional :
Loyal to existing relationship 
Cant except need for it 
Insecurity 
May break work group 
Different ambitions 
Prefer existing arrangements 
Fear of:
Power, skill, income loss 
Redundancy 
Not effectively performing in new situations 
The unknown
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14
Q

What are the benefits that may arise from change for an individual ?

A

May allow personal change + development
New challenges
Work boredom reduced
Allows them to participate + be involved with outcome

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15
Q

What 3 stages does Lewin’s change model outline ?

A
  1. unfreezing
  2. change
  3. refreezing
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16
Q

State ways in which change is inappropriately managed ?

A

Badly introduced
Failure to explain why it is needed
Failure to provide info
Failure to consult, negotiate, offer support + trading
Involvement in process is lacking
Building of trust + security is failed to achieve
Poor employee relations

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17
Q

What can Lewin’s force field analysis be used to do?

A

Investigate the balance of power involved in an issue
Identify key stakeholders of issue
Identify opponents + allies
Identify the ways to influence target groups

18
Q

Where is a degree of scepticism healthy for change ?

A

There is weakness in proposed change

19
Q

How does Lewin’s model assist organisational change ?

A

Helps everyone understand the process

Provides milestones for evaluating progress towards change

20
Q

What is unfreezing?

A

Start up phase triggered by declining sales or profit

21
Q

What is the result of unfreezing ?

A

Acceptance that existing structures and ways are not working

22
Q

In unfreezing what do people need to be aware of to get ready for change ?

A 
Necessity for change 
methods to get change 
affected peoples needs 
strategies to plan + monitor progress 
New strategies required
23
Q

Explain the changing stage of Lewin’s model

A

Process of devising + implementing change :
Problem defining
Solution identifying
Appropriate strategy to implement change
Implement solution

24
Q

Explain refreezing in Lewin’s model

A 
Embedding the change 
Process of maintaining the movement of change
Locking changes 
Situation stabilising 
Relationship building 
System consolidating 
Support + evaluate 
Making sure nobody goes back to their old ways
25
Q

When is refreezing complete ?

A

When new patterns are accepted + everyone is willing following them

26
Q

What are the preparations needed for change ?

A 
Analysing environment 
Strengths + weaknesses of business:
-current provisions        - resources 
-roles + responsibilities 
Changes required + major issues identification 
Key stakeholders identification 
Get support from key individuals 
Look for obstacles / people against you 
Degree/ cost of risk/change 
Find out why people are resisting it
27
Q

Why is a clear vision important ?

A

As people are made clear about :

  • whats involved
  • Why it is needed
  • proposed change
  • major effects
  • how it will be managed
28
Q

What are the 2 types of change ?

A

Step change :

  • dramatic
  • radical
  • quick

Incremental

  • ongoing/piecemental
  • slow
  • inclusive
29
Q

How is change implemented ?

A
  • progress is monitored, recorded + evaluated
  • weak areas are improved / everyone informed
  • resistance overcome
  • everyone affect is involved
  • reward schemes devised
  • support + training provided
  • willing to compromise
  • find popel champion to change
30
Q

What are the techniques to implement change ?

A 
Team-building/ mixing areas 
internal communication 
negotiation 
action planning 
changes to agents/ champion 
small amount of manipulation + coercion
31
Q

Why should managers be able to be change agents ?

A

to identify need for change
open to new ideas
successfully implement change

32
Q

What are the advantages of change agents ?

A

force change
personified in process
senior managers are freed up to focus on future as change responsibility is delegated

33
Q

What are the 6 ways of overcoming change resistance ?

A
  1. Communication -> help to understand the need
  2. Participation -> feel more involved
  3. Support -> people effected ensures listened to
  4. Negotiation
  5. Manipulation -> winning people over
  6. Explicit + implicit coercion -? threats when necessary
34
Q

What does Kotter’s change phase model do?

A 
Establish sense of urgency 
Creates coalition 
develops/ shares clear vision 
empowers people 
secures short term wins 
consolidate + keep moving 
Anchor change
35
Q

What are the ways in which managers increase resistance to change ?

A 
Dont specify the change 
Dont explain why its needed 
Not consulting 
Making more work pressures 
Expecting immediate results 
Not looking at fears + anxiety 
Ignoring the resistances
36
Q

Why does change fail?

A 
Stakeholders don't know why change is needed 
Not much planning / preparing 
communication lacking 
Employees dont have skills or training 
Development needed 
Not the right resources 
Inadequate / inappropriate rewards
37
Q

What are Kotter’s 8 reasons for change failure ?

A

Too much complexity is allowed
Substantial coalition not build
Don’t understand the need for clear vision
Failure to clearly communicate the vision
Blocking the vision
Not planning / realising short term results
Declaring victory too early
Failure to anchor changes in corporate future

38
Q

Who developed the idea of core + peripheral workforces further ?

A

Charles Handy

39
Q

What did Charles Handy suggest ?

A

modern firms are composed of three elements: core, contractor; fringe + flexible/ contingent workforce
He named it the ‘shamrock organisation’

40
Q

Explain Core works as part of the ‘shamrock organisation’

A

Professional, permanent employees.
Essential to continuity
Have detailed knowledge of business + aims
Skills to move businesses core capabilities forwards
Work hard
committed
well paid

41
Q

Explain contractural/ fringe workers as part of ‘shamrock organisation’

A

individuals + organisation of self employed professionals or technicians
Project experts
Rewarded with frees not salaries or wages
Contribution is output not hrs
these people save a business money

42
Q

Explain flexible workforce as part of ‘shamrock organsiation’

A

Contigent workforce
part time, temporary, seasonal workers
Brought from outside
do low-level, temporary tasks

Business A2 Mrs Irwin (2 decks)

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