Change Flashcards
What are the two natures of change and their approaches?
PLANNED(moving from one state to another in a structured manned) - rely on assumptions that envioment is know, stable and predicatable, change is planned to make movement easy.
EMERGENT(largely fluid and emerging its pervasive and continuous)- happens naturally in an orgs environment, change is planned to make movement easy, responsive and adaptive.
Who’s and what is the Three-Step Model of Change Process? Explain steps.
Kurt Lewin. 1.) Unfreeze- determine what needs to change, strong support from stakeholders. 2.) Move Change-communicate often, empower action, involve people. 3.) Refreeze- anchor changes into the culture, provide support and training.
Its a transition.
Who’s and what is the Force Field Analysis?
Kurt Lewin. Driving forces (positive forces for change), Present state/desired state, restraining forces(obstacles to change)
What is a contingency approach?
Different organisations face different situations and therefore must vary their change strategies accordingly.
What is the contingency model of change and by who?
Dunphy and state.
Fine Tuning - Refining methods
Incremental Adjustment - Distinct modifications to strategies but not radical enough to be described as strategic.
Modular Transformation- Restructing departments can be radical but not the whole organisation.
Corporate Transformation- Strategic change throughout the organisation
What is depth of organisation invention adapted and by who?
Buchanan+Huczynski. Fine Tuning -Surface Incremental Adjustment- Shallow Modular Transformation- Penetrating Corporate Transformation- Deep Transformation
What are the 4 ‘change of leadership styles’ and by who?
Dunphy and Stace
Collaborative - widespread employee participation
Consultative- Limited involvement in setting goals relative to employees responsibility
Directive- use of managerial authority in reaching decisions
Coercive-senior manager impose change on the org.
What are the 4 ‘change strategies’ and by who?
Dunphy and Stace
Participative Involvement- Minor adjustments needed to meet conditions where time is available + key interest groups favour change.
Forced Evolution- Minor adjustments needed to meet conditions where time is available but key interest groups DO NOT factor change.
Charismatic Transformation- Major adjustments needed to meet conditions where there is little time for participation + there is support for radical change.
Dictatorial Transformation- Major adjustments needed where there is no time for participation and no internal support, but its necessary for survival.
What did Alvin Toffler distinguish in 1970? What did he say?
3 stages in societal development: 1.) Agrarian 2.) Industrial 3.) Post Industrial
He said: Stress and disorientation are suffered by people who are exposed to excessive change
What is future shock?
a state of distress or disorientation due to rapid social or technological change.
What did drafke say?
People are not predisposed to change from everyday routines , they may worry about: job security, pay issues. They usually think its ‘bad timing’. They don’t like to disrupt social arrangements/friendships. Leads to mistrust.
4 reasons people resist change and who said this?
Kotter+Schlesinger
Parochial self interest: When someone believes that change will lead them to lose something of value.
Misunderstanding and lack of trust: Often the change eg. moving office creates different meanings eg. rumours.
Different Assessments: Managers may view things very differently from other staff.
Low tolerance for change: People can struggle with anxiety and stress.
What are the 6 change approaches and by who?
Kotter + Schlesinger
- ) Education and Communication- information employees
- )Participation and Involevment- increasing involvement of employees
- ) Facilitation and Support- Training or counselling
- )Negotiation and Agreement- Keep employees motivated, offer incentives
- )Co-operation and Manipulation- Focusing on people who are resisting the change
- ) Explicit and Implicit Coercion- Strong arm tactics, threats, bullying, no choice.
What are organisational barriers?
When an organisation doesn’t want to change because of resource rigidity and routine rigidity.
What is OD? explain the aims and techniques
Organisational development. Devoted to large-scale organisational change. Used to create long term changes.
Aims: Encourage co-operation, eliminate conflict, increase motivation, improve problem solving, develop mutual trust.
Techniques: Sensitivity training, survey feedback, process consultation, team building.
