Internal business environment - managing change (forces for and against change, force field analysis) Flashcards
1
Q
Individual resistors to change
A
- employee fear, they believe it may lead to job losses (e.g. tech becoming automated)
- uncertainty, fear of unknown leads to caution
- resistance, change is difficult and workforce don’t always jump on board
- loss of control/authority
2
Q
Forces for change - external
A
- public opinion
- competition
- changes in PEST factors
- new management techniques
3
Q
Forces for change - internal
A
- new management
- lack of finance
- new production processes
- profits higher than expected
4
Q
Common resistors
A
- strength of culture
- lack of resources
- inertia
- fear of redundancy
5
Q
Forces against change - external
A
- lack of finance available
- PEST factors
- competition
- public opinion
6
Q
Forces against change - internal (individual)
A
- inertia
- lack of trust
- lack of finance
- fear of the unknown
7
Q
Common driving forces
A
- need to improve profitability
- increased competition and threat
- new technological opportunities
- changes in legislation or difficult economy
8
Q
Force field analysis - advantages
A
- lots of evidence used to informed decision can be made
- assets for change are included so useful to see what the organisation already has that can enable the decision
- identifying drivers and resistors allows firms to gather information
9
Q
Forces for/against change - internal groups
A
- trade unions can resist if they think it will have a negative impact on their members
- this can also work the other way, and they could support change
- culture - large organisations (NHS) often have very engrained rules, making it difficult to change
10
Q
Ways of overcoming organisational culture
A
- change the balance of power between different groups and sections in the organisation
- change management style
- change organisational structure
11
Q
Organisational barriers to change
A
- culture
- resources
