U4AOS2 Flashcards
Define “Change Leadership”
5A- Change Leadership
Leadership in change management is the ability to positively influence and motivate employees towards achieving business objectives during a transformation.
List 5 Management Strategies to respond to KPI’s
5B- Management strategies to respond to KPIs: Part 1
- Staff Training
- Staff Motivation
- Change in management styles
- Change in management skills
- Cost cutting
List 5 Management Strategies to respond to KPI’s
5C- Management strategies to respond to KPIs: Part 2
- Increased invesment in technology
- Improved quality in production
- Intiating lean production techniques
- Redeployment of resources
List 5 Management Strategies to respond to KPI’s
5D- Managment strategies to respond to KPIs: Part 3
- Innovation
- Global sourcing of inputs
- Overseas manufacture
- Global outsourcing
Define “Corporate Culture”
5E- Developing Corporate Culture
Corporate culture is the shared values and beliefs of a business and its employees.
Define “Official Corporate Culture”
5E- Developing Corporate Culture
Official corporate culture involves the shared views and values that a business aims to achieve, often outlined in a written format.
Define “Real Corporate Culture”
5E- Developing Corporate Culture
Real corporate culture involves the shared values and beliefs that develop organically within a business, and are practised on a daily basis by its employees.
Define “Learning Organisation”
5F- Senge’s Learning Organisation
A learning organisation is an organisation that facilitates the growth of its members and continuously transforms itself to adapt to changing environments.
Define “Systems Thinking”
5F- Senge’s Learning Organisation
Systems thinking is a management approach that considers the inter-relationship between the parts of a whole system.
Define “Mental Models”
5F- Senge’s Learning Organisation
Mental models are existing assumptions and generalisations that must be challenged so that learning and transformation can occur in an organisation.
Define “Shared Vision”
5F- Senge’s Learning Organisation
A shared vision is an aspirational description of what an organisation and its members would like to achieve.
Define “Personal Mastery”
5F- Senge’s Learning Organisation
Personal mastery is the discipline of personal growth and learning, aligned with one’s values and purpose.
Define “Team Learning”
5F- Senge’s Learning Organisation
Team learning is the collective learning that occurs when teams share their experience, insights, knowledge, and skills to improve practices
Define “Low-Risk Strategies”
5G- Low Risk Strategies
Low-risk strategies are measured management approaches that gradually encourage employees to accept and participate in a business change.
Define “Communication as a low-risk strategy”
5G- Low Risk Strategies
Communication as a low-risk strategy involves managers openly and honestly transferring information to employees, and listening to their feedback so that employees are fully aware of the reasons for, and impacts of an upcoming change.
Define “Empowerment as a low-risk strategy”
5G- Low Risk Strategies
Empowerment as a low-risk strategy involves managers providing employees with increased responsibility and authority during times of change.
Define “Support as a low risk strategy”
5G- Low Risk Strategies
Support as a low-risk strategy involves managers providing employees with assistance as they move from current to new practices.
Define “Incentives as a low risk strategy”
5G- Low Risk Strategies
Incentives as a low-risk strategy involves managers providing financial or non-financial rewards to encourage employees to support change.
Define “High Risk Strategies”
5H- High Risk Strategies
High-risk strategies are autocratic management approaches used to influence employees to quickly accept and follow a business change.
Define “Manipulation as a high risk strategy”
5H- High Risk Strategies
Manipulation as a high-risk strategy involves influencing employees to support a proposed change by providing incomplete and deceptive information about the transformation.
Define “Threat as a high risk strategy”
5H- High Risk Strategy
Threat as a high-risk strategy involves forcing employees to follow a proposed change by stating that they may or will cause harm to them if they fail to do so.
Define “Lewin’s Three-step Change Model”
5I- Lewin’s Three-step Change Model
Lewin’s Three-step Change Model is a process that can be used by a business to implement change successfully.
Define “Unfreeze Step”
5I- Lewin’s Three-step Change Model
The unfreeze step involves moving a business to a state where stakeholders are prepared to undergo change.
Define “Change Step”
5I- Lewin’s Three-step Change Model
The change step involves moving a business towards its desired state.
Define “Refreeze Step”
5I- Lewin’s Three-step Change Model
The refreeze step involves ensuring a change is sustained within a business for the long term.
List 5 Affected Stakeholders
5J- Change and Stakeholders
- Owners
- Managers
- Employees
- Customers
- Suppliers
- Community
Define “Corporate Social Responsibility”
5K- CSR Considerations and Change
Corporate social responsibility (CSR) is the ethical conduct of a business beyond legal obligations, and the consideration of social, economic, and environmental impacts when making business decisions.
List 3 CSR Considerations for when implementing change
5K- CSR Considerations and Change
- Employees
- General Community
- Environment
