Unit 10

Question 1

Disruptive change

Answer 1

The thought of re-designing at a large scale at a quick timespan. Which may change the organisation and culture of the business which is high risk. Usually occurs with innovation or technological changes.

Question 2

Incremental change

Answer 2

aimed at small-scale improvements of a business change. will do change which doesn’t affect culture to reduce the risks

Question 3

What are the values of change

Answer 3

-Flexibility: A business that embraces change will have more motivation to change and will be inclined to new opportunities to give a competitive edge.

-Progress

• Opportunities
• Customer needs: New demands need to be met

-Challenging current practices: Businesses that are more inclined to take risks of making new products will gain the competitive edge

Question 4

Restructuring

Answer 4

Due to rapid change in the world of business.
Business need to be prepare to adapt their organisational structure to their needs to gain the edge.

Therefore restructuring will allow existing roles internally to be redesigned which alters relationships and components in the organisation to make it more fundamental for the business.

Question 5

Organic structure

Answer 5

• Decentralised
• Has wider span of control
• Can be more flexible
• Suited to operations that are unstable, dynamic and need to adapt quickly

Question 6

Mechanistic structure

Answer 6

• Bureaucratic and based on a formal centralised structure
• Narrow spans of control
• Easy to maintain and does not need to be changed in a normal environment

Question 7

Barriers to change

Answer 7

• Employee resistance: Takes workers out their comfort zone and could potentially lose their job.

-Management behaviour: Sometimes management can be resistant to change and may lack clear objectives

-Inadequate resources: Could be in terms of budget, human resources or physical resources

-Organisational culture: The culture of a business may not embrace change.

Question 8

Kotter- Parochial and self interest

Answer 8

Where people will feel like they will lose something and are focused on their self-interest

Question 9

Kotter- Misunderstanding and a lack of trust

Answer 9

This occurs where people don’t fully understand the implications of change and will perceive the change to be a cost rather than a gain.

• Occurs with poor communication and a lack of trust

Question 10

Kotter-Different assessments

Answer 10

• Occurs when people assess the situation differently from managers differently. And see more costs then a benefit as a whole.

Question 11

Kotter- Low tolerance of change

Answer 11

Occurs when people feel they will not be able to adapt to the change required of them.

• They may be too much demanded of them

Question 12

Overcoming change- Education and communication

Question 13

Handys culture model types

Answer 13

• Task culture
• Role culture
• Person culture
• Power culture

Question 14

Task culture features

Answer 14

• Provides flexilbity but hard to control
• Job orientated
• Teams are formed to solve the problem together
• Common in a business that has multiple agencies

Question 15

Role culture features

Answer 15

• Highly defined structure and roles
• Clear delegation authority
• Decison making is slow
• Tall structure

Question 16

Power culture features

Answer 16

• Found in entrepreneurial organisations
• Power radiates from the centre of the business and only a few have this
• Few rules and little bureuacy

Question 17

Person culture features

Answer 17

• People are believe they are superior to their boss
• Business depends on keeping key personel
• Common in firms of proffessional

Question 18

Types of national cultures

Answer 18

• Individual vs collectism
• Power distance
• Indulgence vs restraint
• long term vs short term
• Masculinty vs feminity
• Uncertainty avoidance

Question 19

Influences on organisational change

Answer 19

• Leadership style
• Objectives of organisation
• nature of the business
• Employees

Question 20

Reasons for a change in culture

Answer 20

• Existing toxic culture
• Change of leader
• Change of ownership
• Changing market conditions

Question 21

How to implement strategy effectively

Answer 21

• A clear understanding of the objectives at hand
• Commitment
• The willingness to change
• The abillity to change

Question 22

The values of leadership when changing strategy

Answer 22

• Commitment to the strategy
• The ablity to motivate others through the implementation
• able to communicate effectively to make it clear what the change is and why

Question 23

The value of communication in strategic implementation

Answer 23

• Must be vital to devleop a communication plan that identifes the key stakeholders and correct channels of timing and communications.
• Shareholders, the city, the local community and consumers need to know why a new strategy has been done and what it means for the organisation.
• If this can be communicated effectively for key stakeholders and employees then it will be likely to generate enthuasim and more drive for the organisation

Question 24

Diffilcuties of decison making and implementing strategy

Answer 24

• Overall goals may not be understood by the workforce and perhaps wrong targets have been set.
• A lack of capablity of employees or training that was needed to be successful.
• Leadership may fail to guide correct direction leading to a lack of commitment
• Difficlutioes if change has not been done on the date it would be forecast to finish