managing change Flashcards
UNIT 10
what are external changes
those which occur outside of the business
what are internal changes
those which occur within the business
what can change be?
rapid
unexpected
disruptive
incremental
long term
which theory is for managing change
Lewin’s force field analysis
What does Lewin’s force field analysis do?
examines factors pushing for change and those pushing back on change
Why might a business want change?
to keep up with competition
wanting higher returns
to stop poor performance
why might a business resist change?
lack of finance
prefer the status quo
Internal pressures for change:
function stresses: financial/marketing etc
external pressures for change
PESTLE -C
why is change valued
to stay competitive
to become market leaders
what are features of a flexible organisiation
organic structure
felxible contracts
restructuring
delayering
what is an organic structure
fluid teams
created for a purpose
specific
no fixed reporting relationships
what is a mechanistic structure
formal
clear rules and procedures
many levels of hierarchy
how can managing data help change
can predict them
develop strategies to respond to
evaluate effectiveness of responses
reasons for resistance to change
self interest
prefer the status quo
different assessment of the situation
misunderstanding and fear
overcoming resistance to change
education and communication
facilitation and support
participation and involvement
manipulation and co-option
negotiation and bargaining
explicit and implicit coercion
focuses of cultures
focus on profits
focus on safety
focus on task
focus on people
What are Handy’s models of culture?
role
task
power
person
features of Handy’s role culture
clear roles of individuals
adopted when growing
features of Handy’s power culture
centralised
common in small businesses
quick decision making
features of Handy’s task culture
simmilar to matrix
importance of individual relies on their importance to a task
no hierarchy
used when many projects are running
features of Handy’s person culture
individuals have their own space
autonomy
runs on individuals expertise
what do Hofstede’s national cultures do
to see how businesses around the world are structured differently depending on their cultures
what are Hofstede’s national cultures
individualism vs collectivism
power distance
short vs long-termism
masculinity vs femineity
uncertainty avoidance
influences on organisational culture
history of the business
present leadership
society in general
ownership
experience and performance of the business
reasons for changing organisational culture
new leadership
societal changes
poor performance
whats the importance of communication when implementing a new strategy
help gain support of stakeholders
help reduce distrust/ idea of secrecy
provide a sense of direction and purpose
able to tack progress precisely
forms of organisational structure
functional
product
regional
matrix
product structure
when product lines have different customer bases
a team for each product line
regional structure
common in global businesses
when each area has different societal ideologies
matrix structure
individuals have more than one boss and are pulled into projects based on their expertise
CPA: calculate float time
LFT - duration - EST
benefits of CPA:
can ensure nothing is forgotten
can identify critical activities which influence a project
can implement JIT ordering
can use to review progress
limitations of CPA:
relies on expected durations
will rely on the reliability of suppliers (JIT)
only shows quickest way, potentially not the right way
alternative to CPA
Gannt Chart
why do strategic decisions go wrong
wrong objectives are set
data is unavailable or biased
implementation can go wrong
progress is misread
reasons for strategic drift
not changed fast enough to adapt to market
failure to identify changes in the market
failure to react to change
planned strategy =
planned by managers, intended to implement
emergent strategy =
strategy which is adapted/emerges over time
what is the divorce between ownership and control
when owners are no longer managers and managers make decisions for their own interests rather than for the good of the company
what is corporate governance
the systems and processes to monitor and control how a business is run. e.g having non-executive directors to ensure managers are acting within the businesses best interests
the value of contingency planning
ready to react and can react quickly - COVID, Wboro goes straight online, Kbolton have to give back fees for not responding
drawback of contingency planning
could be seen as a waste of resources
