Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business Unit 4 Topic 2 > Ch. 8 Change management > Flashcards

Ch. 8 Change management Flashcards

1
Q

Corporate culture, Management style, Organisational structure, Competition, Legislative compliance

A

Drivers of change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Concept of change
Internal & external influences
Vision for change and strategic planning
Change consultants & professional services

A

Change environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Operational, Financial, HR, Marketing

A

Management strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Involves the process that ensures a business responds to the environment in which it operates

A

Change management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Change is the result of dissatisfaction with present strategies or position
Essential to developing a vision for a better alternative
Necessary to develop strategies to implement change
There will be resistance to change

A

Elements to change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Provides an overview of the change problems that need to be tackled by a business, splitting factors into forces for and against change

A

Force Field analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Motivator for stakeholders

A

Vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Vision for change + strategic plan

A

Change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

External experts hired by the business to examine the efficiency and effectiveness of the business - providing advice, recommendations and suggestions to address an issue

A

Consultant

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

External to the business, offering specific knowledge. Provide a service to the business. eg. Lawyers and Accountants

A

Professional services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

If a change is required, it needs to be melted, moulded into a new desired shape and then frozen again to achieve the required change

A

Lewin’s theory of change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

The preparation stage
The business needs to provide its stakeholders with a convincing rationale for its change.
Must involve and empower employee participation

A

Lewin’s change model: 1. Unfreeze

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The implementation stage

Transition takes place, all stakeholders need to embrace change

A

Lewin’s change model: 2. Change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The solidification/normalisation stage

Changes have taken shape and the people in the organization have accepted, embraced, and implemented the change

A

Lewin’s change model: 3. Refreeze

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Factors that drive change

Can apply pressure for a change and encourage and support the change occurring

A

Force field analysis: Driving forces

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Factors that resist/block change

Can make the change process more difficult to implement and lead to resistance to change

A

Force field analysis: Restraining forces

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

For a business to achieve success, it first needs to overcome resistance to change and facilitate transformation by first identifying obstacles, then taking steps to eliminate them

A

Kotter’s change management: Theory of change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q
  1. Create a sense of urgency
  2. Form a powerful coalition
  3. Create a vision for change
A

Kotter’s model of change: Create the climate for change

19
Q
  1. Communicate the vision
  2. Empower action
  3. Create quick wins
A

Kotter’s model of change: Engage and enable the organisation

20
Q
  1. Build on the change

8. Make it stick

A

Kotter’s model of change: Implement the change

21
Q

The first step is to make others aware of the need and urgency for change. This requires an honest and open approach that convinces others of the importance to take action

A
  1. Create a sense of urgency
22
Q

The next step is to establish a project team to implement the change. The team should be made up of people with authority, recognition, and respect within an organisation.

A
  1. Form a powerful coalition
23
Q

It is essential for the team to establish a vision and direction that will allow them to achieve the goal for change. Formulating a change vision can help everyone understand what the organisation is trying to achieve within a given time frame.

A
  1. Create a vision for change
24
Q

The vision should be shared with all those who will be affected by the change. It is important to involve all stakeholders and provide opportunities for the new vision to be accepted across the entire organisation.

A
  1. Communicate the vision
25
Q

It is crucial to empower others to act on the vision and try to remove any obstacles that may negatively impact on the change and the new vision.

A
  1. Empower action
26
Q

Recognition and rewards should be given throughout the change process. This will show that contributions have been appreciated and will reinforce the positive aspects of embracing the change.

A
  1. Create quick wins
27
Q

At this stage of the process, it is important to consolidate all of the changes that have occurred and continue the process of improvement.

A
  1. Build on the change
28
Q

The final step is to anchor the changes and create a new culture. There needs to be a clear statement to show the connection between the change and the success of the organisation.

A
  1. Make it stick
29
Q

Corporate culture
Management style
Organisational structure

A

Drivers of change: internal environment

30
Q

Competition

A

Drivers of change: operating environment

31
Q

Legislative compliance

A

Drivers of change: macro-environment

32
Q

Shared values, attitudes, and beliefs that characterise members of an organization and guide its practices

A

Corporate culture

33
Q

Influence and motivate stakeholders during the change process

A

Management style

34
Q

Outlines roles and responsibilities and the different levels of management

A

Organisational culture

35
Q

Changes to the organisation’s hierarchcy
Chain of command
Management system
Job structure

A

Structural changes in a business

36
Q

Changes to laws can force a business to implement change

A

Legislative compliance

37
Q

The action taken by someone when change is occurring

A

Resistance to change

38
Q 
Unknown
Trust
Communication
Fear
Timing
A

Reasons for resistance to change

39
Q 
Communication
Negotiation
Participation
Manipulation
Threat
A

Leadership and management strategies

40
Q 
Awareness
Acceptance
Understanding
Alignment
Commitment
A

Communication continuum strategy

41
Q 
Communicate:
~ The plan
~ Openly
~ Frequently
~ Confidently
A

Communication plan

42
Q

~ Empower all employees to participate in the change by providing opportunities to contribute
~ Identify and include key change agents through participation in the change process
~ Build a leadership team to lead the change

A

Participation

43
Q

Involves identifying resisters and talking with them in return for their support

A

Negotiation

44
Q

• A process by which management reviews the overall performance of the organisation and its employees to determine how goals can be better achieved

A

Performance management

Business Unit 4 Topic 2 (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions