Chapter 3: Managing Change Flashcards
Benchmark
A metric used to compare organizational performance to industry standards.
Change Agent
Individual appointed to lead the change and inspire employee’s. Often a manager but may be an independent chosen leader from within or outside.
Change Plan
Detailed guide or roadmap for how change will be implemented that addresses the who, what, when, where and how of the change and appoints a change agent.
Creativity
Ability to see or do something in a new way.
Force Field Analysis
Framework for looking at the forces of change that help and hinder the transition to a desired future state.
Innovation
The value added to the creativity that makes a product, service, or dead desirable to business, government or society.
Kotter Model
8 step change management model that stresses the urgency of a transformational change and focuses on prepare ingredients for and accepting change, rather than the actual change itself.
Kurt Lewin Model
A simple and practical model of change management that views change in three stages: Unfreeze, stakeholders, accept that changes needed. change, Implements the change stage can last for sometime as employee stakeholders embrace the change requires frequent communication.and refreeze, Changes made organization, corporate exchange in every day operations. Force field analysis.
Learning Organization
Company that encourages creativity and innovation by acquiring knowledge and modifying employee behavior to use that knowledge.
Managing Change
Approach taken to transition employee, teams, and entire organization to a new, desirable state in a way that minimizes employee resistance and organizational costs while maximizing organizational effectiveness.
McKinsey Model
change management model based on the theory that for an organization to perform well and achieve success, seven interdependent elements need to be aligned and mutually reinforcing.
Organizational Alignment
Relates to the degree to which the components of a company are arranged to optimally support the intent, objectives, and goals of the organization.
Organizational Change
the alteration, modification, or adaption of an organizations structure, systems, or processes in response to an internal or external force.
Planned Change Process
Logical sequence of steps that sets out a plan to implement a change and maximize its success. Made up the four steps assess the need for a change develop goals for the change. Develop a plan. implement and evaluate success goal attainment.
Developmental change
Gradual, incremental, and narrowly focus change with the intent to improve, adapt, or adjust business procedures to changes in the environment
Transitional change
Revision to an existing process or implementation of a new process to increase efficiency, more difficult for staff to integrate than developmental change.
Transformational change
Large scale, change that reshapes and organization, strategy and processes and revises It’s fundamental approach to doing business. may occur in response to organizational growth, new leadership or extreme or unexpected market changes. Most difficult type of change for staff to accommodate.
What is a manager’s role in change?
They must act as a scout and be aware in responsive to internal external factors for the change. They must be a voice and be responsible for interpreting and sharing relevant information as it pertains to change. They must be an advocate and be the champions of change and assume responsibility for all employees getting on board. They must be a coach for guiding and coaching. They must be not authoritarian to use power and influence to affect change.
Top down change
Implemented quickly with top managers, making decisions
Bottom up change
Changes more gradual and involves managers at all levels developing a plan for change.
Stages of change
Resistance marked by uncertainty and doubt, discovery, transition from doubt to discovery as employees become more accepting of the change, commitment, final stage marked by full understanding and commitment to the change.
