Chelsea- Occupational- Part 2

Question 1

Organisational change

Answer 1

Company alters a big component of the org. Affected by economics, competitors, government legislation, environment, ethics, leaders

Question 2

2 types of organisational change

Answer 2

episodic/ planned change which is infrequent and rapid, continuous or emergent change which is ongoing

Question 3

Nailer and tushman 4 sub systems

Answer 3

the work, the people, the formal organisation (structure, system, policies) and informal organisation (power, influence, norms)
Change in one area affects the others

Question 4

Change management

Answer 4

The practice of applying a structured approach to transition an organisation from a current to future state to achieve expected benefits

Question 5

Lewin theory of change management

Answer 5

three stages: first is unfreeze (recognise needs for change, what and why, remain open to ops, support from management)
Second is change (clear comm, understand benefits, employees embrace change)
Third is refreeze (change is reinforced, sustain change, success of change). Eval: simple, works for long term change but can be too simple and creates us vs them, ignored emotional impact

Question 6

Kotters 8 step model

Answer 6

Establish sense of urgency, from a coalition to lead change, create a new vision, communicate new vision, enable action by removing barriers, generate short term wins, make change continuous process, make changes in corporate culture to strengthen change .1-4 could be seen as unfreeze, 5-7 change and 8 refreeze. Addressed previous problems . Eval: less simple but lacks detail, focuses on behaviour not org culutre, easy to use, can be applied to wide contexts and engaging employees is important

Question 7

Bridges transition model

Answer 7

1. Endings: id loss and learn how to manage this. 2. Neutral zone: time between old and new, create new processes, may feel confusion and distress 3. New beginnings: fresh id, understand purpose and participation. Transition is internal psych process, change is the external event. Need transmission management which says why change is needed, info to see impact

Question 8

Stress and wellbeing

Answer 8

Oc often met W stress, job insecurity, disruption to routine. More stress when change is broad across multiple places, more stress related meds. Having autonomy improves health, sometimes stress increases attention to change

Question 9

Practical applications

Answer 9

Changes that include knowledge of how ppl react more effective than changes focused on goal setting. 2 thirds of change attempts fail, related to employee attitudes as resistance to change is biggest issue. + transformation of behaviour is predict of success

Question 10

Why employees resistant to change

Answer 10

Individual sources: habit, security, economic factors, selective info planning
Org sources: inertial forces due to nature of org, limited focus of change, group norms, threat to power relationships, lack of resources, threat to resource allocation

Question 11

Education and communication

Answer 11

Comm can impact misinformation, poor comm and sell the need for change
Fiss 2017: found change is more effective when a company comms a rationale for change that includes employee and shareholder interest
Raffert 2010: found providing info about the change reduced anxiety, need high qual info about change and increased commitment

Question 12

Org commitment and RTC

Answer 12

Org comm is when ppl have + relationship w org, 3 types: affective when emotional attach,net to org, believe in values. Continuance is economic value in staying. Normative is obligation to stay for moral reasons.. comm reduces resistance to change

Question 13

Job satisfaction/ attitudes and RTC

Answer 13

Job sat is a + feeling about a job that results from ovulation of its characteristics
High sat linked to decreased resistance to change, more control at work but org change linked to reduced job sat

Question 14

Leadership and change

Answer 14

Direct stages of change and emotion, get ppl committed to change. Being clear and discussing increases trust and sense of control. Best way to make change is to have mixed leadership style

Question 15

Transformational

Answer 15

Concerned w needs of people, emeting long term goals, creates a clear vision to motivate employees
Can make change by: motivating people, clear comm, forming relationships based on trust and respect
+ impact long term, can reduce stress during change

Question 16

Transactional

Answer 16

Rely on reward and punishment, short term goals
Can make change by setting clear goals, reward short term goals, feedback and monitoring makes structure
But works best in addition to more motivation styles and has negative impact on long term change

Question 17

Laissez faire

Answer 17

Hands off approach, employees make own decisions, can make change as makes a sense of autonomy but no sense of direction, provide minimal support, leads to confusion and increased resistance to change

Question 18

How to design change

Answer 18

Diagnose true need for change, find idea that fits need, top management support, design change for incremental implementation, plan to overcome resistance, create change teams, foster change champions

Question 19

Traits of good leaders

Answer 19

True to themselves, humility, modesty, sense of right and wring, patience. 3 pillars are self awareness, ethics and self regulation. Warning signs are poor results, narrow perspectives, poor team building, inappropriate behaviour

Question 20

Diff between male and female leaders

Answer 20

Women tend to have moe relational, participative and transformational styles which men more likely to have transactional, directive styles
They are the same in sweden and germany
Baron cohen extreme male brain say mens brain are wired for systemising and females for empathy