Internal and external factors that drive change in a global environment and Change models

Question 1

1.

Factors that drive change definition

Answer 1

change management refers to the processes that coordinate business systems to control and facilitate change within a business.

Question 2

potential Barriers to Change

Answer 2

1.Business: (systems,policies ,tech)
2.People:( employees,managers,board)

Question 3

Factors that drive change

Answer 3

1.Internal Factors that drive change

2.External Factors that drive change

Question 4

Internal Factors that drive change

Answer 4

Drive for international efficiency

Employees (demand change, or preferences shift)

Management (remain productive and competitive)

Policies (up to date, comprehensive)

Organisational culture (if poor, needed to change!)

Organisational structures (does it match growth plans?)

Capital (low and high profits prompt change)

Inside of the control of businesses

Question 5

External Factors that drive change

Answer 5

Customers (demand change)

Competition (need to protect competitive advantage)

Environmental (attitudes and environmental impact must be considered)

Technological pressures (keeping up with new technologies)

International Pressures (decrease trade barriers increases global competition)

Governmental/legislative pressures

Economic pressures (think of the economy)

Socio-cultural pressures (preference, changes, level of demand, online shopping, socio-political, events and attitudes)

outside of the control of businesses

Question 6

Reasons For resistance to change

Answer 6

1.Financial costs

2.Managerial inertia

3.ultural incompatibility in mergers/takeovers

4.Staff attitude

Question 7

Define resistnace to change .

Answer 7

The challanges and inhibitors to businesses successfully adapting.

Question 8

what is resistance to change mostly related to?

Answer 8

the challange of employees opposing or strugling to accept change in the workplace .E.g critism,failure to learn and adopt new policies,sarcasm,disagreements & failure to attend meetings

Question 9

why employees resist change

Answer 9

1.change without explaination
2.change without consulting employees
3.changes that increases employee workload
4.change that may result in losing control/authority over their job
5.change that involves learing loads of skills
6.changes that involves workin with new people

Question 10

why do we resist change?

Answer 10

We are designed to adopt routines and habits to save energy. When we try to do something differently, our brain needs to learn a new way which takes more energy and can cause stress and uncertainty, so we tend to avoid it as best as we can!

Question 11

Prepairing people for change includes two Models ……….

Answer 11

Lewin’s Forcefield Analysis model

Kotter’s 8 Steps change management model

Question 12

Lewin’s Forcefield Analysis models has three main phases namely……….

Answer 12

1.’‘Unfreezing “
(where existing patterns and procedures are broken down .)

2.changing(making the change)

3.Refreezing (Solidifying Change)

Question 13

For change management to be successful employees must be convinced that…..

Answer 13

forces for change (+) are stronger than the forces against change (-).

Question 14

what is the purpose of lewin’s forcefield model?

Answer 14

**Forcefield analysis is a method to analyse and compare the forces of change (for an against it). **

also note:It is a tool to be used as a part of the ‘unfreezing’ stage to help employees understand the need for change

helps acknowledge for and against ,forecast the likely success of the prop

Question 15

Visual representation fo Lewin’s forcefield analysis

Answer 15

A proposal for change looks viable if the force for change score is higher than the force against change score. The analysis lists the forces that can be supported and encouraged (for), and the forces that can be managed and reduced (against). If the forces against change result is larger, the management may be able to find ways to reduce the forces and total. If the forces against change are too great, the organisation might decide that the change is too drastic, or to rapid for the organisation in its current state, and they take smaller steps towards change.

Question 16

Force against change in Lewins forcefield analysis

Answer 16

1.Organizational Culture: Established organizational cultures resistant to change can act as significant restraining forces.** Employees may be used to certain ways of doing things and may resist changes that** challenge their existing norms or practices.

2.Employee Resistance: Fear of job loss, uncertainty about new processes or technologies, or simply discomfort with change can lead to resistance among employees. This resistance can manifest in various forms, such as decreased productivity, absenteeism, or active opposition to proposed changes.

3.Resource Constraints: Limited financial resources, time constraints, or inadequate infrastructure can hinder change efforts.

Question 17

Force** For** change in Lewins forcefield analysis

Answer 17

1.Technological Advancements: The evolution of technology can be a significant driving force for change within organizations. For instance, the adoption of artificial intelligence technologies can streamline processes, increase efficiency, and enhance competitiveness.
**
2.Market Competition:** Intense competition in the marketplace can act as a strong driving force for change. Organizations may need to innovate products, services, or business models to stay ahead of competitors and retain market share.

Regulatory Requirements: Changes in regulations or compliance standards can compel organizations to adapt their practices or processes.

Question 18

Internal factors that drive change

Answer 18

• **Inside of the control of businesses… **

**Drive for international efficiency **

Employees (demand change, or preferences shift)

Management (remain productive and competitive)

Policies (up to date, comprehensive)

Organisational structures (does it match growth plans?)

Capital (low and high profits prompt change)

Question 19

External Factors that drive change

Answer 19

Customers (demand change)

Competition (need to protect competitive advantage)

Environmental (attitudes and environmental impact must be considered)

Technological pressures (keeping up with new technologies)

Question 20

Reasons for resistance to change, including:

Answer 20

1.**Financial costs **

2.**Managerial inertia **

3.**Cultural incompatibility in mergers/takeovers **

4.**Staff attitude **

Question 21

Define resistance to change

Answer 21

the challenges and inhibitors to businesses successfully adapting.

Question 22

resistant to change can also be related to financial barriers .Why do employees resist change ?

Answer 22

❌ change without consulting employees

❌ change without explanation

❌ change without the support of management

❌ change that increases employee workload

❌ change that may result in them losing control / authority over their role, or their job!

❌ change that involves learning lots of new skills

❌ change that involves working with new people

❌ change that involves adapting to new routines.

Question 23

why resistance to change can be contributed by FINANCIAL COSTS

Answer 23

1.change involves increase in expenses **
2.change in policies and procedures may get updated ,staff needs to be trainde or new technology needs to purchased nd implemented **
3.Business are driven to make proift,therefore ,increased cost is a barrier
4.Costs could be managed gradually overtime, or may need to be financed all at once

Question 24

why resistance to change can be contributed by

Question 25

why resistance to change can be contributed by **STAFF ATTITUDE **

Answer 25

1.**Staff may feel they do not have the skills to learn systems and processes.   **

2.Staff need to be supported in their training and timeline. 

3.Past negative experiences can inform resistance to change. 

4.Low tolerance for uncertainty can create issues. 

Question 26

why resistance to change can be contributed by MANAGERIAL INERTIA

Answer 26

Inertia refers to motion/movement

lack of managerial inertia refers to being stuck in a routine because it has worked in the past
Lack of managerials inertia is the lack of motivation to do something about a problem, preferring to continue with the status quo. 
This can be due to managers not wanting to not wanting to risk the change or not having the skills to change.

Question 27

why resistance to change can be contributed by Cultural incompatibility in MERGERS OR TAKEOVERS

Answer 27

Strategic alliances can result in two strong cultures becoming one.New work groups are required and existing relationships are broken down.
Staff may be resistant to the new changes, or to cooperating in a new way with new people. 

Cultural differences can create barriers to effective communication. 

(Cultural inocompatibility in mergers/takeovers corporate culture differences that lead to conflict)

Question 28

**Kotter’s 8 Steps change management model **

Answer 28

According to Kotter, there are eight steps to successfully managing change in an organisation:(you need to know these 8 steps for the exams) .memorise the steps

it is all about Increasing motivation to help organisation successfully change

Question 29

stage 1 For **Kotter’s 8 Steps change management model **

Answer 29

Name:Create a sense of urgency (why ,how,now?)

Description:Outline the current challenges or opportunities facing the organization to emphasize the need for change

How to do it ?: 1.Identify threats and opportunities in the business environments. 

2.Discuss the reasons for change to get people talking and thinking. 

Question 30

stage 2:Create a Guiding coalition** For **Kotter’s 8 Steps change management model **

Answer 30

Identify and **assemble a team of influential leaders and stakeholders who will champion the change effort. **
How to do it:
1.Identify leaders in the workplace. 

2.Create a change team that will work together to make it happen. 

3.Have a good mix of people from different departments and different levels. 

Question 31

stage 3:Vision for change ** For **Kotter’s 8 Steps change management model **

What does it look like on the other side when we reach the vision

Answer 31

Description:**Develop a compelling and clear vision that articulates the desired future state of the organization. **
How to do it:
1.Use the change team to develop a goal. 

2.Write a clear plan 

3.Ensure vision is understandable and communicated. 

Question 32

stage 4:Communicate the vision ** For **Kotter’s 8 Steps change management model **

Tell the employees

Answer 32

Effectively **communicate the vision to all employees, **ensuring understanding, alignment, and buy-in across the organization.
How To Do It:
Talk often about the change vision. 

Seek feedback and address concerns. 

Lead by example. 

Question 33

stage 5:Remove obstacles ** For **Kotter’s 8 Steps change management model **

Answer 33

Identify and address any barriers or resistance that may impede progress toward the vision.

1.Use meetings and communication to identify barriers and solutions. 

2.Reward people for making change happen. 

3.Identify people who are resisting change and communicate the importance.

Question 34

stage 6:Create short term wins ** For **Kotter’s 8 Steps change management model **

Answer 34

Implement quick and visible changes or achievements to demonstrate progress and build momentum.

how to do it :
Implement quick and visible changes or achievements to demonstrate progress and build momentum.

Question 34

stage 7:Consolidate improvement** For **Kotter’s 8 Steps change management model **

Answer 34

Reinforce the change by celebrating successes, gathering feedback, and making necessary adjustments to sustain momentum.
how to do it :Keep reviewing and improving to make sure the change is working. 

Ensure all policies, procedures, manuals and instructions are updated. 

Seek feedback from staff. 

Identify where the new methods are not being followed. 

Question 35

stage 8:Create Changes ** For **Kotter’s 8 Steps change management model **

Answer 35

Execute the planned changes systematically and continuously, integrating them into the organization’s culture and processes
How to do it :

1.Keep celebrating successes. 

2.Show how success has come from change. 

3.Keep workplace leaders informed so they can answer questions from work teams. 

Question 36

stage 1** For **Kotter’s 8 Steps change management model **