Unit 10-managing strategic change Flashcards

1
Q

what is internal change?

A

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

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2
Q

what is external change?

A

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

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3
Q

what is disruptive change?

A

involves radical change, often rethinking or redesigning a business or project

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4
Q

what is incremental change?

A

involves introducing many small, gradual changes in a business or project

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5
Q

what does Lewin’s force field analysis address?

A

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)

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6
Q

how can you sum up the value of change?

A

-flexibility
-progress
-opportunities
-customer needs
-challenging current practices

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7
Q

why is it important for businesses to be flexible?

A

-competitiveness
-efficiency
-team building

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8
Q

what is restructuring?

A

fundamental internal organisational change that alters the roles and relationships of those involved

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9
Q

what is delayering?

A

the process of removing the number of levels of hierarchy in an organisational structure

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10
Q

what is an organic structure?

A

one that decentralises with flatter and wider spans of control, and is likely to be flexible and able to adapt easily to change

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11
Q

what is mechanistic structure?

A

one that is hierarchical an bureaucratic, with centralised authority and formal procedures and practices

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12
Q

what’s the importance of managing information and knowledge?

A

-improved efficiency
-better marketing
-more effective control of finance
-new products being created more quickly
-maintained or improved market shares
-increase rev and profits

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13
Q

what might be some barriers to change?

A

-employee resistance
-management behaviour
-inadequate resources
-organisational cultures

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14
Q

what 4 reasons did kotter and Schlesinger identified for employee resistance to change?

A

-parochial self-interest
-misunderstanding and lack of trust
-different assessments
-low tolerance of change

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15
Q

what are Kotter and Schlesinger’s 6 ways of overcoming resistance to change?

A

-education and communication
-facilitation and support
-participation and involvement
-manipulation and co-option
-negotiation and bargaining
-explicit and implicit coercion

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16
Q

why is organisational culture important?

A

-identity
-direction
-loyalty
-competition
-attitude to change

17
Q

what is task culture?

A

-job or project-orientated
-teams are formed to solve particular problems
-common in businesses with number of different projects, eg: advertising agencies
-provides flexibility but can be difficult to control

18
Q
A
19
Q

what is person culture?

A

-people believe themselves to be superior to the business
-common in firms of professionals
-business depends on keeping key personnel

19
Q

what is power culture?

A

-power radiates from the centre and a few individuals
-found in entrepreneurial organisations
-few rules and bureaucracy
-decision-making swift

20
Q
A
21
Q

what are the influences on organisational culture?

A

-leadership style
-objectives of organisation
-nature of the business
-employees

22
Q
A