aos 2 u4 Flashcards
Leadership in change management
the ability to positively influence and motivate employees to achieve business objectives during a transition. Vital to institutions clarity, confidence, and feelings of value as the business moves from its current to future state
3 leadership in change management requirements
- Shared Vision: Managers act to inspire employees through informing them of the benefits and reasons for change and simultaneously, the consequences of not changing. All employees should believe in the vision to motivate them and ensure their support
- Ongoing communication: Providing clear instructions to employees on how the change will impact their role to install trust and confidence
- Ongoing support: Providing counselling, training and consultation to employees to coach them through the change period.
Leadership in change management at Woolworths
June 2022 announces the business would be eliminating all plastic shopping bags by June 2023. Utilised leadership in change management to ensure the successful ‘phasing out’ of plastic bags.
1. Shared Vision: Articulated how this change would allow the business to head the way in sustainability practices and ‘grow greener’
2. Communicated Aim: To encourage eco-friendly practices in their store, and for employees to do the same
3. Communication: staff informed one year prior to the change’s full implementation to allow them to adjust to the change
Strategies to respond to KPI’s: Staff training
Staff training is either on the job (senior employees tach junior employees) or off the job (a paid program that teaches employees outside the workplace) and equips employees with the required knowledge and skills to perform work tasks.
Strategies to respond to KPI’s: Staff motivation
The willingness of an individual to exert energy and effort toward completing work tasks.
1. Performance related pay: offering a financial reward to employees who achieve or exceed set business objectives.
2. Career advancement: Upward progression of an employees job position
3. investment in training
5. Support: providing employees with any required assistance to improve job satisfaction
Strategies to respond to KPI’s: Change in management styles
Change in management styles involves a manager altering the way they direct and communicate with employees. Directly influences staff engagement and task coordination
Strategies to respond to KPI’s: Investment in technology
Investment in technology involves implementing computerised processes into the operations system.
Automated production line: Machinery and equipment situated along the production line whereby the product is developed as it passes through each stage, often along a conveyor belt
Robotics: Pre-programmed machines capable of performing specified tasks
AI: Machines able to perform tasks that would usually require human input
CAD: Software system that enables a product to be created, modified and analysed before being produced.
CAM: Software system and computer controlled machinery to manufacture products.
Online services: process of a business connecting with their customers in some way over an internet connection.
Strategies to respond to KPI’s: Change in management skills
Change in management skills involves a manager altering the way they communicate and approach work tasks.
Delegation: The passing of authority or work tasks down the chain of command
Leadership skills: The ability of a manager to influence and motivate employees toward achieving business objectives
Communication: The transfer of information either verbally or non-verbally
Interpersonal: every day skills used to communicate
Planning: Determining business objectives and appropriate strategies to achieve them
Decision-making: Considering a range of alternatives and choosing the most suitable
Strategies to respond to KPI’s: Improving Quality in production
Improving quality in production involves a business implementing processes to enhance the actual or perceived value of its products.
1. Quality control involves the principle of ‘check and recheck’ whereby a product is inspected at various stages of the production line to ensure it meets designated standards, and discarded if deemed unsatisfactory.
2. Quality assurance: A business achieving a certified standard of quality in its production after an independent third body has assessed its operations system against global or national standards.
3. TQM: A holistic approach where employees are continuously committed to improving the business’ operations system to enhance the overall quality of a product. Proactive, prevents errors from occurring.
Strategies to respond to KPI’s: Cost cutting
Cost cutting involves the process of reducing a businesses expenses.
Strategies to respond to KPI’s: Initiating lean production techniques
Initiating lean production techniques involves a business adopting lean management strategies to systematically reduce waste in all areas of the business.
Pull: only producing goods and services to meet customer demand. – reduces materials wastage.
Takt: synchronising the steps of a business’ operations system to meet customer demand – no delays between steps in the production process
One-piece flow: processing a product individually through each stage of production and passing it onto the next stage of production before producing the next product
Zero-defects: business preventing errors from occurring in operations by ensuring there in an ongoing attitude about maintaining a high standard of quality in the final output.
Strategies to respond to KPI’s: Redeployment of Resources
Redeployment of resources involves a business reallocation resources of production, land, labour and capital to other areas of the business to improve productivity and effectiveness
Strategies to respond to KPI’s: Innovation
Innovation involves a business altering, improving or creating new products and procedures. Used to fulfill a market need or gain a competitive advantage.
Strategies to respond to KPI’s: Global sourcing of inputs as a business opportunity
Global sourcing of inputs as a business opportunity involves a business sourcing materials and machinery from overseas suppliers. Resources that are not readily available in country of operations can be accessed. Resources may be cheaper
Strategies to respond to KPI’s: Overseas manufacture as a business opportunity:
Overseas manufacture as a business opportunity involves a business producing its goods and services outside the country of its main headquarters.
Strategies to respond to KPI’s: Global Outsourcing
Global outsourcing involves transferring business activities to external company’s overseas.
Corporate culture
The shared values and beliefs within a business
Official corporate culture
The set of values and beliefs that the business wants to present to the public. Identified through mission and vision statement, policies, slogans, logos
Real corporate culture
The actual or prevailing values and beliefs of a business. Identified through observation of what actually occurs and the relationships and interactions between people e.g. language used, management style
Strategies to develop official corporate culture
- Update vision/mission statement
- Establishing or amending policies and procedures in documented forms - outlining steps for dealing with different circumstances in day-to-day operations
- Symbols: Names, logos and slogans to represent the businesss – acts as a means for quick identification from employees and customers – first impression of a business in building its reputation
- Training: Developing an employee training program – equips employees with skills and knowledge to complete their work and achieve objectives
- Uniform: Guidelines around workplace attire – employees with a means to identify themselves with the business and upholds the professional image of the workplace
Strategies for developing real corporate culture
- Type of employees:
-> Hiring employees based on specific criteria that tailors to the business’ needs. – Develops a standard of employees that a business seeks to hire to represent itself.
-> Diversity – diverse business environment with a broad range of perspectives indicates inclusivity and impartiality - Workplace environment: changing office layout to reflect desired ways of working – encourages collaboration and interaction in the workplace allowing for greater ideas and relationships
- Business rituals:
-> regular celebrations of employee achievements – unifies the business by creating opportunities to recognize high work standards and positively reinforce high work ethics - Management styles: selecting the management style that best reflects the business environment and aims – affects relationship B/W management and employees and forms the basis of communication and trust in the workplace.
Define Senge’s learning organisation
A learning organisation is a business that more flexible, adaptive and productive to therefore, excel during times of change
Senge’s systems thinking
Bigger picture rather than…
If individuals understand that…
Systems maps
Systems thinking is the ability to see and consider the interconnection between all areas of the business, rather than isolation.
-> understand the bigger picture, rather than simply seeing how things impact themselves.
-> If individuals are able to understand that different parts of the business are interconnected, and therefore changes are made for the benefit of the entire system, people are more likely to be accepting of the change.
-> ‘system maps’ - diagrams that show the key elements of systems and how they all connect. This will help managers consider all parts of the business when making decisions and take a long term approach.
Senge’s Personal mastery
businesses learn through individuals who learn therefore,
people who have a high level of personal mastery are in continual learning mode and are aware of
Affect on corporate culture and change acceptance
Personal mastery is where individuals within the business undertake continual learning towards their personal vision.
-> Businesses learn through individuals who learn. Therefore businesses need to support their employees to learn and follow their passions.
-> People who have a high level of personal mastery are in continual learning mode and aware of what they do know, don’t know and what they can work on improving.
-> Striving for personal mastery, develops a culture where employees are more open to new learning. This can assist during times of change, as employees are more likely to be accepting of the changes as they are driven to learn new ways of doing things.
Senge’s mental models
Mental models are deeply entrenched assumptions, generalisations and images of how people understand the world.
* To become a learning organisation, mental models need to be challenged. It is important to remove and replace any confrontational values and attitudes with more open ones.
* This will enable new improvements and innovations to be driven through the business, as the people within the business are more open to accepting changes.
Senge’s building a shared vision
Building a shared vision involves creating a ‘shared picture of the future’ that all people within the business believe in.
* The vision should come from a range of people, not just the leader to increase commitment.
* Visions spread because they are reinforced as people talk and their enthusiasm and ideas spread to others.
* Shared visions develop commitment rather than compliance.
* Changes will align with the vision, driving the change as people believe in the vision and align their own individual efforts with the vision.
Senge’s team learning
Team learning is the process of aligning and developing the capacities of a team to create the results its members truly desire.
* Senge suggests that when individuals learn together members will learn more rapidly than what could have occurred otherwise.
* Team learning creates an environment where problem solving is enhanced because knowledge and experience is shared among the team.
* Team learning helps to create an open and collaborative culture that is more conducive to change. Employees support each other through the change.
