Definitions

Question 1

Organisational inertia

Answer 1

The lack of ability of an organisation to react to pressures for change. If the organisation is inert then change is not likely to occur. A number of factors could cause this, for example a negative corporate culture, which means that employees resist change.

Question 2

Empowerment

Answer 2

Empowerment is when employees are given the power or authority to make decisions. There is likely to be less resistance if employees have the authority to introduce the changes and make their own decisions.

Question 3

Corporate culture

Answer 3

Corporate culture is the values, ideas, expectations and beliefs shared by members of the organisation

Question 4

Define the term ‘Change pressures’

Answer 4

Change pressures are factors that drive an organisation to adopt and implement a change or alter policies, activities, behaviours, processes or culture.

It can arise from any of the three environments (internal, operating and macro).

For example, technological developments and competitive pressures can place pressure on an organisation to change.

Question 5

Organisational change

Answer 5

Organisational change can be defined as any alteration to an organisation and/or its work environment as a result of pressures from its business environment—internal and/or external. For example, as a result of the takeover of Toll Holdings by Japan Post, its corporate culture and policies may change to match the future direction or objectives set by its new owners.

Question 6

Explain Lewin’s ‘force-field analysis’ theory

Answer 6

Lewin’s ‘force field analysis’ is a tool or theory that can be used to understand the effects and problems associated with implementing change in an organisation.