Kashif Kamran Notes

Question 1

balogun and hope- 5 styles of change management

Answer 1

Director: In this style, change is initiated and controlled by a single, strong leader or a small group. It’s a top-down approach where decisions are made at the top, and employees are expected to follow instructions.

Navigator: The navigator style focuses on setting a clear direction and providing a roadmap for change. It’s less authoritarian than the director style and involves more collaboration with employees to achieve the desired outcomes.

Caretaker: Caretaker style emphasizes employee well-being and maintaining the status quo during change. It involves a more cautious approach to change, with a focus on minimizing disruption and ensuring employee comfort.

Coach: In the coach style, leaders act as mentors and facilitators. They guide employees through change, offering support and resources. This approach is collaborative, with a focus on building capabilities and skills.

Interpreter: The interpreter style involves sense-making and communication. Leaders help employees understand the reasons for change and its implications. It’s about creating a shared vision and understanding among employees.

These styles can be used alone or in combination, depending on the specific needs and context of the change initiative.

Question 2

how to decide which style to choose

Answer 2

depends on whether change is organisation wide or specific to a deparment or level
type of business
change needs to be sold to managerial staff or unskilled worker

Question 3

carol suggested there are 4 responsibilities of an organisation

Answer 3

economic (profit)
legal
ethical
philanthropic

Question 4

JOHNSON AND SCHOLES, ETHICAL STANCES

Answer 4

Two types of companies:
1)proft seeking
2) non profit

profit seeking can have the following ethical stances:
-short term shareholder interest- pure instrumental company, not doing CSR at all
-long term SH interest: again pure instrumental, do CSR if it’s in the business economic interest
-multipe stakeholder oligation: pure normative company, working for good of ppl and planet

NPO has just one ethical stance, working for betterment of people and society.

Question 5

Why a comply or explain approach is effective

Answer 5

If the shareholders are not satisfied with the explanation for lack of compliance, they can punish the board by several means including holding them directly accountable at general meetings, by selling shares (thereby reducing the value of the company) or by direct intervention if a large enough shareholder.

Question 6

Cross directorships

Answer 6

Cross directorships represent a threat to the efficient working of remunerations committees. A cross directorship is said to exist when two (or more) directors sit on the boards of the other. In practice, such arrangements also involve some element of cross‐shareholdings which further compromises the independence of the directors involved. In most cases, each director’s ‘second’ board appointment is likely to be non‐ executive. Cross directorships undermine the roles of remunerations committees in that a director deciding the salary of a colleague who, in turn, may play a part in deciding his or her own salary, is a clear conflict of interests. Neither director involved in the arrangement is impartial and so a temptation would exist to act in a manner other than for the benefit of the shareholders of the company on whose remunerations committee they sit.
It is for this reason the cross directorships and cross shareholding arrangements are explicitly forbidden by many corporate governance codes of best practice.