UNIT 10 Flashcards
NAME 4 INTERNAL CAUSES OF CHANGE
- change in size
- poor performance
- new ownership structure
- new leadership
WHATS INCREMENTAL CHANGE
small steps eg: kaizen which aim to improve the business
WHATS DISRUPTIVE CHANGE
irreversible changes that alter the future of the business
this change is unpredictable and opens up opportunities to create massive new markets
WHATS LEWINS FORCE FIELD ANALYSIS
a model which shows the forces that drive change and those that resist change
3 ADV OF CHANGE
- productivity
- competitiveness
- financial performance
HOW DOES CHANGE AFFECT SHAREHOLDERS
may withdraw if they dont think the change will be successful
HOW MAY CHANGE AFFECT EMPLOYEES
May fear for their job security
HOW MAY CHANGE AFFECT CUSTOMERS
may not like the new changes to products or services
HOW CAN THE VALUE OF CHANGE AFFECT EMPLOYEES IN THE BUSINESS
the change may bring new processes and procedures which may improve employees working life
increases motivation and higher levels of productivity
3 ADV OF LEWINS FORCE FIELD ANALYSIS
simple and quick
can show main reasons visually
useful to aid decisions
3 DISADVANTAGES OF LEWINS FORCE FIELD ANALYSIS
managers may create own ‘values’- bias
may miss vital reasons
external factors difficult to quantify
DEFINE A FLEXIBLE ORGANISATION
an organisation that responds quickly to change
3 WAYS OF BEING A FLEXIBLE BUSINESS
- restructuring
- delayering
- flexible employee contracts eg: part time, temp, 0 hour
whats an organic structure
a decentralised organisation which is flexible, employees work in teams and has a flat structure
WHATS A MECHANISTIC STRUCTURE
a centralised organisation which has a hierarchal management style, formal reporting and uses rules and procedures
KOTTERS AND SCHLESINGER FOUR REASONS TO CHANGE
- self interest
- misunderstanding and fear
- differing views
- prefer the status quo
SELF INTEREST
they would be worse off if the change occurred eg: loose their job
MISUNDERSTANDING AND FEAR
they do not trust the managers motives
DIFFERING VIEWS
may understand reasons for the change but not the change, eg: may have a better plan
PREFER THE STATUS QUO
they do not like the change, they prefer the normal now
HOW TO OVERCOME RESISTANCE
KOTTERS AND SCHLESINGERS WAYS TO OVERCOME CHANGE
EDUCATION
helps employees understand why change is necessary
PARTICIPATION
employees get involved and may have a sense of ownership and make it work
FACILITATION
supporting people so they have the skills and resources they need to cope w the change
NEGOTIATION
this may mean compromise is needed and form of change is different
MANIPULATIO
offering rewards to win over key influential people
COERCION
forcing change through eg: threatening jobs
HANDYS CULTURE MODEL
this model shows the 4 types of culture
POWER ( HANDYS CULTURE MODEL )
- the central figure makes decisions
- those close to centre have power and influence
- no competition to gain power
- attract risk takers and high employee turnover
