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Business 3&4 > Unit 4 AOS 2 > Flashcards

Unit 4 AOS 2 Flashcards

1
Q

what is leadership in change management

A

the ability to positively influence and motivate employees towards achieving business objectives during a transformation.

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2
Q

what are 3 way managers can show strong leadership in change management

A
  • building a shared vision
  • providing ongoing communication
  • providing ongoing support
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3
Q

what are the 13 strategies to respond to KPI’s

A
  • staff training
  • staff motivation
  • change in management styles
  • change in management skills
  • cost cutting
  • increased investment in technology
  • improved quality in production
  • initiating lean production techniques
  • redeployment of resources (natural, capital and labour)
  • innovation
  • global sourcing of inputs as a business opportunity
  • overseas manufacture as a business opportunity
  • global outsourcing as a business opportunity
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4
Q

what are the types of training a business can use to respond to KPI’s

A
  • on the job
  • off the job
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5
Q

what are 5 ways that a business can increase staff motivation (to respond to KPI’s)

A
  • performance related pay
  • sanction
  • support
  • investment in training
  • career advancement
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6
Q

what are the 5 different management styles that can be changed to respond to KPI’s

A
  • autocratic
  • persuasive
  • consultative
  • participative
  • laissez-faire
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7
Q

what are the 6 management skills that can be changed in response to KPI’s

A
  • planning
  • communication
  • delegation
  • leadership
  • interpersonal
  • decision making
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8
Q

what is cost cutting

A

the process of reducing business expenses

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9
Q

what are the 6 technological strategies can be used/invested in response to KPI’s

A
  • automated production lines
  • computer-aided design
  • computer-aided manufacturing techniques
  • robotics
  • artificial intelligence
  • online services
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10
Q

what are 3 ways of implementing cost cutting

A
  • merging staff roles, or removing them entirely
  • sourcing materials from cheaper suppliers
  • stopping the production of goods with high amounts of unsold stock
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11
Q

what are 3 quality strategies that a business can use to improve quality (in response to KPI’s)

A
  • total quality management
  • quality control
  • quality assurance
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12
Q

what are 4 lean management techniques that a business can implement in response to KPI’s

A
  • takt
  • one piece flow
  • pull
  • zero defects
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13
Q

what is the redeployment of resources

A

involves reallocating natural, labour, and capital resources to different areas of the business to improve productivity and effectiveness.

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14
Q

what does redeployment of labour resources involve

A

transferring employees to other areas of the business (can be because of increased amount of technology)

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15
Q

what does redeployment of natural resources involve

A

business reusing, recycling, or repurposing its raw materials (think waste minimisation strats)

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16
Q

what does redeployment of capital resources involve

A

business using physical assets for a different purpose than what they were initially intended for

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17
Q

what is innovation

A

the process of altering and improving or creating new products or procedures.

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18
Q

what are 3 ways innovation be used to respond to KPI’s

A
  • developing new goods and services that meet existing customer needs,
  • promoting its products with unique marketing techniques,
  • implementing faster and more productive methods of operating
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19
Q

what is global sourcing of inputs

A

involves a business acquiring raw materials and resources from overseas suppliers.

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20
Q

what is overseas manufacture

A

involves a business producing goods outside of the country where its headquarters are located

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21
Q

what is global outsourcing

A

involves transferring specific business activities to an external business in an overseas country

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22
Q

what is corporate culture

A

the shared values and beliefs of a business and its employees

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23
Q

what is official corporate culture

A

it involves the shared views and values that a business aims to achieve, often outlined in a written format

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24
Q

what is real corporate culture

A

involves the shared values and beliefs that develop organically within a business, and are practised on a daily basis by its employees

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25
Q

what are 4 strategies to develop official corporate culture

A
  • implement a uniform
  • develop emps via training
  • having shared objectives
  • giving policies
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26
Q

what are 2 strategies to develop real corporate culture

A
  • having a management style that reflects business aims
  • hiring specific emps
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27
Q

What is a learning organisation

A

A learning organisation is an organisation that facilitates the growth of its members and continuously transforms itself to adapt to changing environments.

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28
Q

what are the 5 principles of having a learning organisation (senge)

A
  • systems thinking
  • mental modes
  • shared vision
  • team learning
  • personal mastery
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29
Q

what does becoming a learning organisation do

A

It will help a business manage change more effectively

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30
Q

what is systems thinking

A

a management approach that considers the interrelationship between the parts of a whole system (ability to see the big picture rather than in isolation)

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31
Q

what is mental modes

A

existing assumptions and generalisations that must be challenged so that learning and transformation can occur in an organisation

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32
Q

what is shared visions

A

an aspirational description of what an organisation and its members would like to achieve (able to develop a vision that the people within the business believe in).

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33
Q

what is personal mastery

A

Personal mastery is the discipline of personal growth and learning, aligned with one’s values and purpose (people within the business with undertake continual learning)

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34
Q

what is team learning

A

the collective learning that occurs when teams share their experience, insights, knowledge, and skills to improve practices

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35
Q

low risk strategies definition

A

Low-risk strategies are measured management approaches that gradually encourage employees to accept and participate in a business change.

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36
Q

what are the 4 low risk strategies

A
  • communication
  • empowerment
  • support
  • incentives
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37
Q

what is communication as a low risk strategy

A

Communication as a low-risk strategy involves managers openly and honestly transferring information to employees, and listening to their feedback so that employees are fully aware of the reasons for, and impacts of an upcoming change

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38
Q

what may communication to employees lead to (low-risk strategy)

A

increases employees’ understanding of the proposed change and builds trust in management, (less likely to resist change)

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39
Q

what is empowerment as a low risk strategy

A

Empowerment as a low-risk strategy involves managers providing employees with increased responsibility and authority during times of change.

40
Q

what may empowerment of employees lead to

A

directly involved within the process, leading to a greater willingness to contribute to the change process.

41
Q

what is support as a low-risk strategy

A

Support as a low-risk strategy involves managers providing employees with assistance as they move from current to new practices.

42
Q

what may support to an employee lead to (when implementing a change)

2 things

A
  • reduce an employee’s level of fear and stress
  • make them feel more prepared to embrace the change
43
Q

what is incentive as a low-risk strategy

A

Incentives as a low-risk strategy involves managers providing financial or non-financial rewards to encourage employees to support change.

44
Q

what may incentive to an employee lead to

A

less resistant and more motivated to implement change

45
Q

what are 3 advantages of using a low-risk strategy

A
  • Low-risk strategies can make employees feel valued by the business.
  • Communication, empowerment, and support all result in a higher chance of change being successful in the long term due to increased trust and cohesion between managers and employees
  • Incentives and empowerment can provide employees with opportunities to advance their careers.
46
Q

what are 2 disadvantages of using a low-risk strategy

A
  • All low-risk strategies are not useful in crisis situations as they take a longer period of time to be effective
  • Incentives lead to financial expenses for the business
47
Q

high-risk strategies definition

A

High-risk strategies are autocratic management approaches used to influence employees to quickly accept and follow a business change

48
Q

what are 2 high-risk strategies

A
  • threat
  • manipulation
49
Q

what is manipulation as a high-risk strategy

A

Manipulation as a high-risk strategy involves influencing employees to support a proposed change by providing incomplete and deceptive information about the transformation.

50
Q

what can manipulation of employees lead to

A

influence employees to unknowingly agree with and support a change

51
Q

what is an example of manipulation being used

A

managers leaving out details, distorting the facts, or making the change seem more beneficial than it actually is

52
Q

what is threats as a high-risk strategy

A

Threat as a high-risk strategy involves forcing employees to follow a proposed change by stating that they may or will cause harm to them if they fail to do so.

53
Q

what can threat of employees lead to

A

forces employees to agree with the business change (out of fear)

54
Q

what are 2 examples of threats

A
  • dismissal
  • loss of promotion.
55
Q

what are 2 advantages of high-risk strategies

A
  • High-risk strategies are effective in crisis situations where change must occur rapidly
  • The initial implementation of high-risk strategies can be relatively inexpensive for the business
56
Q

what are 3 disadvantages of high-risk strategies

A
  • may lead to the development of a negative corporate culture in the future, due to long-term distrust
  • The relationship between management and employees is compromised.
  • There may be low morale in the workplace
57
Q

what is lewin’s 3 step change model

A

Lewin’s Three-step Change Model is a process that can be used by a business to implement change successfully.

58
Q

what are the 3 steps in lewin’s change model

A
  • unfreeze step
  • change step
  • refreeze step
59
Q

what is the unfreeze step

A

The unfreeze step involves moving a business to a state where stakeholders are prepared to undergo change.

60
Q

what occurs in the unfreeze step

A

a business will challenge the beliefs, behaviours, and values that currently exist within the business

61
Q

what can demonstrating the importance of change do to stakeholders (unfreeze step)

A

increase support and create a sense of urgency towards the change

62
Q

what are 3 strategies that can be used to apply the unfreeze step

A
  • identifying what needs change and why
  • communicating urgency
  • engage stakeholders (let them raise concerns)
63
Q

what is the change step

A

The change step involves moving a business towards its desired state.
This step transforms the business’s practices to meet its new objectives.

64
Q

what should managers do during the change step (to help employees)

A

provide ongoing support and training to employees (to reduce stress)

65
Q

what are 3 strategies that can be used to apply the change step

A
  • providing ongoing support
  • communicate clearly
  • involving employees in the change
66
Q

what is the refreeze step

A

The refreeze step involves ensuring a change is sustained within a business for the long term.

67
Q

what are 2 strategies that can be used to apply the refreeze step

A
  • embed changes into everyday practices (update policies)
  • monitor and evaluate the change (use KPIs)
68
Q

what are 2 general expectations of owners

A
  • receive return of their investment (growth of business)
  • fostering positive relationships with stakeholders (boost reputation)
69
Q

what are 2 general expectations of managers

A
  • recognition of their achievement of business objectives
  • increase status and growth (career advancement)
70
Q

what are 2 general expectations of employees

A
  • fair wage and salary
  • have job satisfaction
71
Q

what are 2 general expectations of customers

A
  • high quality outputs received
  • experience good customer service
72
Q

what are 2 general expectations of suppliers

A
  • increase their own revenue
  • establish a long-term relationship with business
73
Q

what are 2 general expectations of the general community

A
  • increase local employment rate
  • ensure business operations are socially responsible
74
Q

what are 2 positive effects of change on owners

A
  • can provide a business owner with an increased return on their investment and greater financial security
  • opportunities for business owners to use their leadership skills to connect with employees and develop stronger interpersonal relationships
75
Q

what are 2 negative effects of change on owners

A
  • a business owner may experience personal and financial implications
  • overwhelmed and stressed by the increased workload and responsibilities
76
Q

what are 2 positive effects of change on managers

A
  • more opportunities to develop new skills or advance their career
  • may provide a manager with financial and non-financial reward
77
Q

what is a negative effect of change on managers

A
  • a manager may lose their job and financial security
78
Q

what are 2 positive effects of change on employees

A
  • provided with new responsibilities and opportunities for career advancement that improve their motivation and overall job satisfaction
  • undertake training to provide them with a different set of skills, helping improve their future employability
79
Q

what are 2 negative effects of change on employees

A
  • develop complex skills and learn difficult processes, which may increase stress levels
  • employees may fear for their job or financial security (for redundancies to be made)
80
Q

what are 2 positive effects of change on customers

A

Greater satisfaction due to:
- lower costs
- better quality

81
Q

what are 2 negative effects of change on customers

A
  • with cheaper suppliers less quality (decreased satisfaction)
  • dissatisfied with increase in price
82
Q

what are 2 positive effects of change on the general community

A
  • job opportunities, local employment rates may increase
  • if a change is reducing environmental impact then, they may improve living standards for general community
83
Q

what is a positive effect of change on suppliers

A
  • demand may increase if a business requires a greater amount of resources to meet its production needs
84
Q

what is a negative effect of change on suppliers

A
  • may require its suppliers to involuntarily adjust their processes to meet the new demands of the business
85
Q

what is a negative effect of change on general community

A
  • change that results in redundancies may increase local unemployment rates and poverty levels
86
Q

what is CSR

A

the ethical conduct of a business beyond legal obligations, and the consideration of social, economic, and environmental impacts when making business decisions

87
Q

what are the 3 things that the business should consider CSR for when making a change

A
  • employees
  • general community
  • environment
88
Q

what might considering employees look like when making a business change (CSR)

A

involves a manager addressing factors that promote staff wellbeing during periods of business change. Considering things like:
- social, financial, and mental wellbeing of employees

89
Q

what is 2 examples of CSR strategies that could be used for employees

A
  • offer counseling
  • providing extra training
90
Q

what might considering the general community look like when making a business change (CSR)

A

involves a business reducing or eliminating practices that are
detrimental to the wellbeing of society

91
Q

what is 2 examples of CSR strategies that could be used for the general community

A
  • hiring local suppliers (when choosing new ones)
  • redeploy employees to other roles (if taken over by technology)
92
Q

what might considering the environment look like when making a business change (CSR)

A

involves a business reducing the negative impacts of its activities on the planet

93
Q

what is 2 examples of CSR strategies that could be used for the environment

A
  • purchasing technology that minimises the waste generated
  • choosing local supplier (less carbon emissions)
94
Q

what are 2 advantages of using CSR considerations when making a business change

A
  • Customers may be more inclined to purchase from socially-responsible businesses
  • develop a positive reputation, leading to more customers purchasing its goods or services
95
Q

what are 2 disadvantages of using CSR considerations when making a business change

A
  • A constant focus on CSR may decrease a business’s productivity levels
  • CSR practices can be expensive for a business to initially implement
96
Q

what are 3 examples of what reviewing KPIs can evaluate after the change has occurred (how effective it was)

A
  • identifying whether the change has successfully achieved its objectives
  • whether the change has negatively impacted another area of performance
  • whether more effort and time are required for the change to achieve desired objectives
97
Q

what are KPIs

A

criteria that measure a business’s efficiency and effectiveness in achieving its different objectives

Business 3&4 (7 decks)

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