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3/4 Business Management > Unit 4 AOS 2: Implementing Change > Flashcards

Unit 4 AOS 2: Implementing Change Flashcards

1
Q

What is the importance of leadership in change

A
  • Without strong leadership change is likely to fail

- Good leaders will seek to influence staff to achieve organisational change

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2
Q

What are important leadership qualities?

A
  • Motivation
  • Maintaining relationships with stakeholders
  • Clearly communicate business intentions
  • Coaching/mentoring
  • Act as a role model
  • Responding to feedback
  • Supporting
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3
Q

What are the financial KPI’s?

A
  • Number of sales
  • Net profit figures
  • Rate of productivity growth
  • Percentage of market share
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4
Q

What are the non-financial KPI’s?

A
  • Staff turnover
  • Staff absenteeism
  • Workplace accidents
  • Level of wastage
  • Customer complaints
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5
Q

What are the management strategies?

A
  • Staff training
  • Staff motivation
  • Increased investment in technology
  • Improved quality in production
  • Initiating lean production
  • Redeployment of resources
  • Cost cutting
  • Change in management styles/skills
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6
Q

What is staff training?

A
  • Process of improving an employee’s skills and knowledge
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7
Q

What is staff motivation?

A
  • Factors that stimulate desire and energy in an employee to be committed to their role and make an effort to complete business objectives
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8
Q

What are the management styles?

A
  • Autocratic
  • Persuasive
  • Consultative
  • Participative
  • Laissez-faire
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9
Q

What are the management skills?

A
  • Communication
  • Delegation
  • Decision making
  • Planning
  • Leading
  • Interpersonal
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10
Q

What technologies can be invested on?

A
  • Automated production lines (equipment/machines arranged in a sequence and controlled by computers to perform tasks automatically)
  • Computer-aided design (software that creates product possibilities from a series of parameters)
  • Computer aided manufacture (software used to allow manufacturing process be directed by computers)
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11
Q

How can quality be improved?

A
  • Improving quality of production improves the quality of the end good/service
  • Quality control (procedure that aims to ensure that all goods/services are made to follow set quality criteria)
  • Quality assurance (system where a business achieves set standards in production)
  • Total quality management (business wide commitment to excellence that is applied to every aspect of business operations)
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12
Q

What is lean production?

A
  • Minimising waste produced in a business

- While improving the value to end consumer

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13
Q

What is redeployment of resources?

A
  • Transfer of resources from one place in the business to another
    e. g.
  • Human resources
  • Natural resources
  • Capital resources
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14
Q

What is seeking new business opportunities (domestically and globally)?

A
  • Businesses of all sizes are always looking for ways to grow their business and gain a competitive advantage
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15
Q

How can a business seek new business opportunities domestically?

A
  • Multiple branding (business sells multiple brands in same market)
  • Franchising (gives permission to others to carry out commercial activities using the brand of the business)
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16
Q

How can a business seek new business opportunities globally?

A
  • Exporting

- Putting business online

17
Q

What is a learning organisation?

A
  • A business that is flexible, adaptive and productive
  • Aims to have a culture where people work together at their best and continue to work together
  • Flexible, adaptive and productive businesses will excel
18
Q

What is shared vision?

A
  • Developing an idea that people within the business believe in
19
Q

What is personal mastery?

A
  • Continually clarifying and deepening our personal views
20
Q

What is systems thinking?

A
  • Ability to see the big picture rather than see things in isolation
21
Q

What is team learning?

A
  • Aligning and developing capacities of a business

- To create results members desire

22
Q

What are mental models?

A
  • Assumptions
  • Images
  • Generalisations
  • That influence how we act
23
Q

What are low risk strategies to overcome employee resistance?

A
  • Communication
  • Empowerment
  • Support
  • Incentives
24
Q

LRS: Communication

A
  • Being open and honest about change

- Can help employees fully understand direction of the business and impact on the business

25
Q

LRS: Empowerment

A
  • Involving employees in the change process can help them get on board with change
26
Q

LRS: Support

A
  • Those affected by change need to be supported through the process
    e. g. if they are made redundant business should help them in finding new employment
27
Q

LRS: Incentives

A
  • Providing something that encourages employees to embrace change
    e. g. promotions, bonuses
28
Q

What are high risk strategies?

A
  • Can result in negative consequences compared to LRS
  • Manipulation
  • Threat
29
Q

HRS: Manipulation

A
  • Gaining support from employees by the selective use of facts or deception
  • Can reduce resistance as employees will only be told positives of change rather than negatives
30
Q

HRS: Threat

A
  • Forcing employees to embrace change or receive retribution
    e. g. loss of promotion, demotion, loss of working conditions
31
Q

Lewins Change Model: Unfreezing

A
  • Preparing business for change
  • Identifying what needs to change
  • Creates urgency for change
32
Q

Lewings Change Model: Change

A
  • Begin moving to desired state
  • Important that communication and support is used in this stage for those struggling
  • People must be empowered and necessary resources must be provided
33
Q

Lewins Change Model: Refreezing

A
  • Reinforcing change
  • Anchoring it into culture so it can remain long term
  • Without refreezing things may gradually drift back to old ways
  • Adjustments made where necessary
  • Support and training provided to reinforce
34
Q

Effect of change for employees

A
  • May be made redundant
  • May be redeployed
  • May impact number of working hours
  • May change nature of job
35
Q

Effect of change for managers

A
  • May find changes in their responsibilities while implementing change
36
Q

Effect of change on general community

A
  • Reducing employees for a local business may impact on other businesses as employees may go there for goods/services
    e. g. cafes
37
Q

Effect of change on suppliers

A
  • Could necessitate new contracts
38
Q

CSR considerations when implementing change

A
  • Downsizing
  • Suppliers
  • Changes in tech
  • Impact on environment

3/4 Business Management (8 decks)

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