3.6 Managing Chnage Flashcards

1
Q

What is organisational change

A

A process in which a large company or organisation changes its working methods or aims , for example in order to develop and deal with new situations or markets

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2
Q

What is transformational leadership

A

Where new leadership such as a new CEO brings about change with the purpose of improving business performance

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3
Q

What are causes of change in business?

A
  • changes in organisational size
  • poor business performance
  • new ownership
  • transformational leadership
  • the market and (PESTLE)
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4
Q

What are the possible effects on a business after a change

A
  • competitiveness
  • productivity
  • financial performance
  • stakeholders
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5
Q

Why will a business change organisational size?

A

The size of an organisation will naturally change as it seeks to grow. Growth is a key corporate objective as it allows a firm to satisfy shareholders and create security for its stakeholders.

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6
Q

What are the effects of changes in organisational size?

A

1) competitiveness - there are significant advantages to growth in the form of economies of scale, brand recognition and financial security

2) productivity - firms are certainly more productive as they grow in size. For some organisations this may require investment in automated production facilities and the loss of a highly skilled small workforce.

3) financial performance - with growth comes the need to invest. This investment could come form the reinvestment of profits , but more often than not, a firm will need to finance growth through borrowing

4) stakeholders - growth brings with it new opportunities for employees through bonuses and promotion prospects.

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7
Q

Poor business performance

A
  • The poor performance of an organisation will invariably bring with it a period of change as the company strives to regain customers, sales , profit or reputation.
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8
Q

What are the effects of change on business performance?

A

1) Competitiveness - Poor performance will often go hand in hand with a loss of competitiveness.

2) Productivity - With poor performance comes a fall In sales, productivity and profitability. A fall in production will leave the business with a low rate of capacity utilisation.

  1. Financial performance- A firm going through a period of poor performance is likely to be subject to liquidity problems. A reduction in sales will result in a reduction in cash flow and this might lead to cost cutting.

4.) Stakeholders - poor performance brings uncertainty and this can have a negative impact on motivation within the workforce.

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9
Q

Effects of change to the market and other external factors (PESTLE)

A

1.) Competitiveness - The impact on competitiveness of PESTLE factors is very much determined by how quickly a business is able to respond to these changing forces.

2.) Productivity- new technology can feed into the production processes of a business. New technology brings with it the opportunity to increase sales , productivity and efficiency

3.) financial performance- increase in costs for a business

4.) stakeholders- the impact of change as a result of a business having to respond to external influences is likely to be felt by all stakeholders.

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10
Q

How does technology change the market ?

A

Advances in ever more powerful computer components, telecommunications and the power of handheld devise change not only how businesses communicate with their customers and suppliers, but also the pace of innovation and business processes.

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11
Q

How does social change the market ?

A

Businesses must be prepared for changes in the tastes of consumers. Population changes will also affect the age and makeup of the workforce. A failing population is also likely to change how a business plans its Human Resources.

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12
Q

How does legal change the market ?

A

Government legislation can force changes in business activity. Taxation of pollution, for instance, would affect the production methods of many firms.
- safety standards such as EU regulations , the minimum wage or the governance of zero hour contracts are likely to determine how businesses operates

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13
Q

How does economy change the market ?

A
  • The economies go through periods of boom and slump , recession and recovery known as a business cycle.
  • Income , spending , saving , investment and economic variables such as unemployment and inflation are all likely to be different at different stages in the cycle.
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14
Q

How does change of ownership affect a business?

A

The change in ownership of a business may come from internal growth , the transition from a private limited and public limited company and flotation of a firm’s shares on the stock market.

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15
Q

What is floatation

A

Floatation is often termed as a company “Going Public” or ‘Listing’ as it is the process of shifting a company from being privately held into being a publicly listed and held company.

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16
Q

What does flotation do?

A

With the flotation of a business on the stock market comes the opportunity to raise fresh capital for flusher investment and expansion, again fuelling more change ahead.

17
Q

What are the effects of changes in ownership on a business?

A

1.) Competitiveness- the impact on competitiveness will very much be determined by how the companies integrate and complement one another.
2.) Productivity- productivity may eventually rise as a result of a merger , but in the short term it is likely that business operations will be disrupted as the two firms work out how to get along.
3.) Financial Performance- Acquisitions can be very expensive, and should the venture fail it can lead to huge losses being incurred by the buyer.
4.) Stakeholders - clash of two cultures

18
Q

Management of change

A

The process of organising and introducing new methods of working within a business.

19
Q

What is organisational culture

A

Organisational culture in its simplest form can be described as ‘the way things are done around here’.

20
Q

What resistance to change will a business face?

A
  • Fear of the unknown. People feel safe with familiar work practices or conditions
  • Employees and managers may fear that they will be unable to carry out new tasks and may face a fall in earnings
  • may lose co-workers
  • fear of operating in an unknown markets and conditions.
21
Q

Why will stakeholders oppose change?

A
  • Disagreement with the reasons for or necessity to change.
  • Fear of the impact
  • Lack of understanding
  • lack of involvement
  • general inertia - satisfaction with the current situation/ way of working.
22
Q

What does scenario planning help with?

A
  • clarify some of the future uncertainties, identify risks and opportunities
  • teach managers how events will develop
  • understand the causes and effects of change in business
23
Q

What are important steps in the process

A
  1. Identify possible trends and issues.
  2. Build possible scenarios
  3. Plan response
  4. Identify the most likely scenarios
  5. Capitalise on scenarios
24
Q

How to plan for risk mitigation?

A
  • set up in a location that is not vulnerable to flooding, earthquakes or fires
  • ensure the premises are designed for safety and protection
  • ensure the data stored on computers is secured and backed up
25
Q

What is part of a business continuity plan?

A
  1. Carry out a business impact analysis
  2. Formulate recovery
  3. Plan development
  4. Testing and training.
26
Q

What are examples of recovery strategies? ( actions taken to restore the business after an incident)

A
  • setting up agreements with another business to share resources and support each other
  • planning to convert resources for new usages
  • Maintaining higher stock levels
27
Q

What is part of a succession plan?

A
  • identify the characteristics a successor should posses
  • decide how the successor will be found
  • undertake a rigorous selection process
  • make the decision
  • communicate the decision
  • implement a training and preparation plan.
28
Q

What is a business continuity plan

A

Shows how a business will operate after a serious incident and how it expects to return to normal in the quickest time possible

29
Q

What is a risk assessment

A

Identifying and evaluating the potential risks that may be involved in an activity that a business proposes to undertake, ensuring compliance with health and safety legislation

30
Q

What is risk mitigation plans

A

Identify, asses and priorities risks and plan responses to deal with the impact of these risk on the operation of the business.

31
Q

What is scenario planning

A

A strategic planning method designed to explore uncertainties , learn how to protect the business from their worst consequences and prepare how to exploit any opportunities that might present themselves

32
Q

What is succession planning

A

Identifying and developing people who have the potential to occupy key roles in a business in the future