Managing Change Flashcards
Describe the systems approach to change
Mayon and white - systems intervention strategy
Diagnosis - recognise change and understand problem
Design- generate options and model
Implementation- evaluate options, carry through and monitor
What is a change agent?
What characteristics should they have?
Rosenfield and Wilson-the person or people’s task it is to effect change
Lessem - professional with in-depth knowledge, able to learn from change, troubleshooter, adaptable, experimental
Describe the organisational development approach to change
Top management support Deals with change as a medium to long-term Involves whole organisation Emphasises transfer of knowledge Often uses change agent
French and Bell- long-term effort led by top management
Change seen as normal
Describe Kotter’s eight stage change model
Establish sense of urgency- the need to change Create guiding coalition Develop vision and strategy Communicate change vision Empower people to act Generate short-term wins Consolidate gains and produce more change Anchor new approach in culture
How can managers minimise resistance to change?
French
Make people aware of the benefit, compatibility, complexity and trialability
What are the primary reasons for resistance to change?
Prahalad
Logic not always obvious
Change taken as personal threat
Managers need handheld
Describe Lewin’s three phase change model
Focus on behaviour modification
Unfreezing - lowering resistance by accepting need for change
Movement-developing new attitudes to let change happen
Refreezing-supporting new change conditions
Consideration of forcefield analysis-drivers for and against change
Describe the TROPICS test
Hard Timescales defined Resources identified Objectives specified Perception of problem shared Interested limited & defined Control within group Source of problem internal
Soft-reverse
What are the external and internal drivers of change?
External-PESTLE
Internal-new leadership strategy structure Redesign of jobs Outsourcing Terms and conditions Redundancies
What are Grundy’s types of change?
Smooth incremental-slow, systematic and predictable
Bumpy incremental-little/no change punctuated by accelerated change
Discontinuous-change marked by rapid shift in strategy, structure and culture
Describe hard and soft change
Hard elements are defined and measured
Soft factors such as culture and motivation are more difficult to assess
Describe planned and unplanned change
Change models tend to centre around planned change
Complex large-scale change usually driven by external factors-planned and co-ordinated
Describe the size and scope of change
Plant or emergent
Radical or incremental
Whole organisation or part of it
Perceived scale of change maybe more important than actual scale
Describe the level of change
Carnall -three levels of strategic change
Organisation specific change
Generic organisation wide change
Generic multi-organisational change
What does Sirkin say?
There are four hard factors the correlate to outcome of change intervention
Duration
Integrity
Commitment
Effort
What are bounded and unbounded problems?
Bounded-can be well-defined and dealt with without wider impact
Unbounded - cannot be well defined and wider organisation is implicated
Why do organisations change?
Push/pull factors Sometimes have no choice – legal Can be reactive or proactive Challenges of growth Challenges of recession Changes in strategy and technology Customer pressure Government legislation
In identifying the type of change what must be considered?
Level of change
Size and scope of change
Planned or unplanned
Momentum
What is change management?
Fincham and Rhodes -leadership and direction of the process of organisational transformation
What does Brech say?
Management is a social process entailing responsibility for planning and regulation in fulfilment of purposes
Four main elements of management Planning Control Coordination Motivation
What are hard problems?
Defined and measured task that are usually managed within the day-to-day
Small scale simple change not usually referred to as change by managers
What does Burns say?
What does Nelson say?
Burns - theory and practice of change management draws on a number of social sciences and disciplines
Nelson-needs to be a move away from static models to dynamic models of change as change happens in less certain environments
What are the types of change momentum?
Planned-large and slow
Big bang-large and fast
Smooth-small and slow
Bumpy -small and fast
What is the benefit of bottom up change?
Lupton - employees have skills are otherwise lost in the change process
