Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Unit 15 - Change Management > Unit 15 - Change Management > Flashcards

Unit 15 - Change Management Flashcards

1
Q

Describe the 8 steps of Kotters (U CV COW BE)

A 
Create urgency, 
Form a powerful coalition, 
Create a vision for change,
Communicate the vision, 
Remove obstacles, 
Create short term wins, 
Build on the change, 
Embed the changes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q
  1. How do you create urgency
A

Convince and persuade stakeholders. Give compelling reasons for change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q
  1. How do you form a powerful coalition
A

bring in influential people from different functional areas and at different levels

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q
  1. How do you create a vision
A

it should be precise and easy to understand. A strategic plan should should accompany the visions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q
  1. How do you communicate the vision
A

Communicate the vision relentlessly through daily actvities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q
  1. How do you remove obstacles
A

Identify and remove barriers to change.
Appoint change leaders/champions
Reward them financially
Persuade people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  1. How do you create short term wins
A

Set Short term targets that are SMART to gain support and motivate people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q
  1. How do you build on the change
A

Identify areas for improvement.
Appoint new change champions
Set new targets

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q
  1. How do you embed the change
A

Make it a necessity for the organistaion

The change needs to be incoperated into the core value of the business to make it permanent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are the three hard elements in McKinsey’s 7-S model

A

Strategy
Structure
Systems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Define Strategy (McKinsey)

A

The long term plan of a business to achieve a competitive advantage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Define Structure (McKinsey)

A

The way a business is organised with chains of command showing who is reporting to who

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Define Systems (McKinsey)

A

The daily activities/tasks and procedures used to get the job done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What are the four soft element in McKinsey’s 7-S model

A

Skills
Staff
Style
Shared values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Define Skills (McKinsey)

A

The capabilities and competences of staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Define Staff (McKinsey)

A

The type and number of staff needed to achieve a planned strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Define Style (McKinsey)

A

The management style that exits in a business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Define Shared Values (McKinsey)

A

The foundation of a business

It’s visions and values guide how employees behave and how the business is run

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What are the three steps of Lewin’s theory

A

Unfreeze
Change
Refreeze

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Describe the Unfreeze stage

A

The preparation stage for change
(can be done by:
• Challenging core values of a business
• Convincing stakeholders that things need to change
- Can be done by providing physical evidence.)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Describe the Change stage (Lewin)

A

Can only take place if stakeholders are convinced that they can profit from them
(can take a long time, communication is key!)

22
Q

Describe the refreeze stage

A

The final stage, change is internalised and incoperated into the core values of an organisation

23
Q

List 3 External drivers of Change

A
  • Development in technology
  • Market changes
  • Changes in legislation
  • Changes in the workforce
  • Changes in the economy
24
Q

List 3 Internal drivers of change

A
  • Budgetary
  • Mission, aims and objectives
  • New methods and channels of distribution
  • Restructering
25
Q

Advantages of McKinsey’s 7-S model

A
  • Effective method to diagnose and understand a business
  • Provides guidance in organisational change
  • All parts are integral and must be addressed in a unified manner
26
Q

Disadvantages of McKinsey’s 7-S model

A
  • Differences are ignored
  • The model is complex
  • High failure rate
27
Q

Advantages of Kotter’s 8 Steps

Memorise 2/3

A
  • Easy step-by-step model
  • Focus is on preparing and accepting change, not the actual change
  • Early stages create a sense of urgency
28
Q

Disadvantages of Kotter’s 8 Steps

Memorise 2/3

A
  • Relies on the people leading the change being good motivators and communicators
  • Time consuming
  • Steps can’t be skipped
29
Q

Advantages of Lewin’s Theory

A
  • Easy to use because it’s simple
  • Provides basic steps to bring about the change
  • It starts by tackling those who are resistant to the change instead of ignoring them
30
Q

Disadvantages of Lewin’s Theory

A
  • Starting the process by tackling the resistors can be time consuming
  • It’s vague, doesn’t tell what a business needs to do each stage
  • It’s always top from bottom (managers imposing change on workers) even if it is a change that should be driven by the workers
31
Q

Kotter’s 8 steps can be grouped into 3 groups

• urgency, coalition, vision, comunnication
(• obstacles, short term wins)
(• build on change, embed the change)

A
  • Create conditions for change
  • Introducing new practices
  • Maintaining the momentum
32
Q

Which two theories link with each other and what steps

A

Lewin and Kotter
• Unfreeze and Creating conditions for change
• Change and Introducing new practices
• Refreeze and Maintaining the momentum

33
Q

What falls under Technological changes and is it internal or external
(have a general grasp of the definitions, need to know what the answer means)

A

It’s external
• Automation - machines replacing people
• Computerised systems - used for stock control (Just in time)
• Promotion - development in social media
• E-Commerce - Click(online) or Click and brick(online and store) businesses need new machinery and equipment

34
Q

What falls under Changes in the market and is it internal or external
(have a general grasp of the definitions, need to know what the answer means)

A

It’s external
• Trends and tastes - Changes very easily
• Ethics and the environment - Changes the way businesses work and the materials they use in order to be seen to be doing what’s right
• Competition - A competitor may be doing something and you need to change to keep up

35
Q

What falls under Changes in legislation, internal or external

A 
It's external
• Employee rights
      - Minimum wage
      - Living wage
      - Maternity/Paternity entitlements
      - Zero-hour contracts
• Health and safety 
      - Health and safety at work
• Environmental
36
Q

What falls under Changes in the workforce, internal or external

A

It’s external
• Ageing workforce
• Flexible working
• Change in skills required

37
Q

What falls under Changes in the economy, internal or external

A

It’s external
• Inflation - rise in prices
• Unemploymment - people who don;t have work but want to work
• Interest rates
• Exchange rates
• Taxation - the amount that the government requires individuals or businesses to pay
• The economic cycle - it doesn’t stay the same, goes up and down

38
Q

What are the four internal drivers

A
  • Budgetary - increase/decrease in the money available to spend in a business
  • Mission, aims and objectives - A business can change their focus
  • New methods of distribution - Changing the way they operate
  • Restructering - Changes in the company structure
39
Q

Give me two examples of internal stakeholders

A
  • Managers

* Employess

40
Q

Give me two examples of external stakeholders

A
  • Shareholders

* Customers

41
Q

Give me 4 ways on how to plan and manage change

Plan of action, 16 marker

A

• Consult with key stakeholders
- time is saved
- changes can be managed more smoothly
- higher rate of success
• Set clear aims and objectives
- should be reassuring and motivating
- everyone knows what they are supposed to do
• Effective leadership
- This will give a higher chance of success because they know what to do.
• Appoint a project champion
- to take charge of communications, review progress
• Evaluate stakeholder feedback
- by holding a meeting, before finalising a plan

42
Q

What are the consequences of poor change management

4

A
  • Lack of employee engagement
  • Absenteeism
  • Lack of agreement
  • Demotivation
  • Failure to change
  • Loss in market share
43
Q

Give me four barriers to change

Another 16 Marker

A
  • Lack of employee engagement due to poor leadership
  • Stakeholder intertia which refers to the unwilingless to do anything
  • Stakeholder fear of the unknown or having to learn new skills
  • Economic implications, this means loss of jobs, lower pay and this can cause a resistance.
44
Q

How can you overcome Lack of employee engagement

A

Improve communication through regular meetings to clarify reasons for change, impact and how to achieve it.

45
Q

How can you overcome Stakeholder inertia

A

Use appropriate leadership style to initiate change, create a vision, persuade them through benefits of change and the consequences if no change is reached.

46
Q

What is the difference between a proactive and a reactive approach

A

Proactive happens before the change has happened

Reactive happens after the change

47
Q

How can you overcome Stakeholder fear

A

Management needs to have a clear plan and communicate this to stakeholders.

48
Q

How can you overcome Economic implications

A

Management should reassure employees that it won’t happen

49
Q

What are the possible impacts of change on businesses

A
  • Research and development - it can be costly and time consuming.
  • Training - necessary if the staff need new skills, time consuming and costly
  • Recruitment and selection - costly and time consuming
  • Product life cycle - if the change involves developing a new product, the existing product mght get neglected.
  • Cost and profit implications - can affect a business’s cash flow
  • New opportunities - may be available after the change
  • Different physical resource needs
50
Q

Who can be affected by change

A
  • Owners
  • Managers
  • Employees
  • Customers
  • Local residents
  • Suppliers

Unit 15 - Change Management (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions