Unit 10-managing strategic change Flashcards
what is internal change?
change that happens within a business, sometimes identified as the strengths and weaknesses of a SWOT analysis, such as employee attitudes, change of leadership or restructuring
what is external change?
change that happens because of forces outside the business, identified as the opportunities and threats of a SWOT analysis, such as changing customer tastes and fashion, political changes, governmental action, economic influences, competition, tech changes
what is disruptive change?
involves radical change, often rethinking or redesigning a business or project
what is incremental change?
involves introducing many small, gradual changes in a business or project
what does Lewin’s force field analysis address?
the issue of change according to the balance of driving and restraining forces. it shows two opposing sets of forces: those seeking to promote change (driving forces) and those seeking to maintain the status quo (restraining forces)
how can you sum up the value of change?
-flexibility
-progress
-opportunities
-customer needs
-challenging current practices
why is it important for businesses to be flexible?
-competitiveness
-efficiency
-team building
what is restructuring?
fundamental internal organisational change that alters the roles and relationships of those involved
what is delayering?
the process of removing the number of levels of hierarchy in an organisational structure
what is an organic structure?
one that decentralises with flatter and wider spans of control, and is likely to be flexible and able to adapt easily to change
what is mechanistic structure?
one that is hierarchical an bureaucratic, with centralised authority and formal procedures and practices
what’s the importance of managing information and knowledge?
-improved efficiency
-better marketing
-more effective control of finance
-new products being created more quickly
-maintained or improved market shares
-increase rev and profits
what might be some barriers to change?
-employee resistance
-management behaviour
-inadequate resources
-organisational cultures
what 4 reasons did kotter and Schlesinger identified for employee resistance to change?
-parochial self-interest
-misunderstanding and lack of trust
-different assessments
-low tolerance of change
what are Kotter and Schlesinger’s 6 ways of overcoming resistance to change?
-education and communication
-facilitation and support
-participation and involvement
-manipulation and co-option
-negotiation and bargaining
-explicit and implicit coercion