UNIT 4 - AOS1 Transforming a Business Flashcards

1
Q

Define Business change

A

The concept of business change refers to transitioning individual employees, working teams, function or the whole business to a new state of operations. Change can take many forms from being widespread, impacting on every area of the business such as having new senior management or moving locations, to just small changes is one area, such as a new meeting schedule for managers.

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2
Q

Give some examples of business change

A
replacing gold equipment 
changing layout
changing supplier
changing location
new management
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3
Q

Define key performance indicators

A

A key performance indicator is a type of measurement that helps you understand how your business is achieving objectives and in a certain area compared to its previous performance. To be effective, a KPI must be well defined and quantifiable, give you a clear insight into the area of the business you are concerned with and be calculated properly and consistently. A KPI should give you data, facts, figures etc. to analyse. Examples are percentage of
Key points Mark allocation
market share or a growth in the rate of productivity.

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4
Q

What are the financial indicators

A

Number of sales
percentage of market share
Net profit figures
Rate of productivity growth

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5
Q

What are the non financial indicators

A
Rate of staff absenteeism
Level of staff turnover
Number of workplace accidents
Level of wastage 
Number of customer complaints
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6
Q

What is number of sales

A

Measuring the number of sales helps an organisation evaluate its performance, especially its market strategies. Sales can be measured as a physical count (eg. large or expensive item like cars) or in dollar terms. If the number of sales is rising compared to the pervious year, it suggests the customers are interested in the product.

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7
Q

What is percentage of market share

A

Percentage o market share is the promotion of total sales a business has compared to other businesses in that industry. It is expressed as a percentage. Market share allows a business to compare to its competitors. An increase in market share suggests the organisation is performing successfully and has a competitive advantage.

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8
Q

What is Net profit figures

A

Net profit is the figure remaining after the revenue earned from operations is misused from the expenses incurred in earning that revenue. Net profit figures allow a business to see where their money is being spent and what costs may need to be cut back.

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9
Q

What is the rate of productivity growth

A

Productivity compares the amount o output produced with the amount of inputs going into production. Productivity improves if an organisation uses fewer inputs for the same level of outputs of if more outputs are produced from he same level of inputs.

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10
Q

What are rates of staff absenteeism

A

The rate of staff absenteeism refers to the number of workers who neglect to turn up to work when they are scheduled to do so. This suggests they are not committed, loyal and motivated by the workplace.

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11
Q

What is level of staff turnover

A

Staff turnover measures the number of staff who re leaving the organisation. If turnover is high it may suggest staff are dissatisfied with the workplace and that morale and productivity is less likely to be under pressure.

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12
Q

What is number of workplace accidents

A

An unsafe workplace impacts on productivity of the organisation because it effects employee morale, may hinder production, may result in insurance premium levels (work cover) and may result in civil action for damages. Reducing the number of accidents will reverse all the negatives that cause accidents. Workplace accidents may be a sign the business’ machinery need to be updated or more safety procedures need to be put in place.

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13
Q

Level of wastage

A

All organisations have operations which generate a certain amount of waste, whether it be in the form of raw materials, time, money, or some other resource. An organisation is seen as managing their resources efficiently if they can reduce waste which in turn reduces cost and increases profitability.

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14
Q

Number of customer complaints

A

When customers complain it often indicates that they are not satisfied with some aspect of the organisations performance. Successful organisations aim to maximise satisfaction which would suggest they try to minimise customer complaints. This can be measured by changes in the number of complaints over time or compared to competitors. It may also indicate the business needs to train staff or redesign products.

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15
Q

Describe Lewins force field theory

A

.

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16
Q

What are driving forces

A

.

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17
Q

how are employees a driving force for change

A

If employees support and are happy with the change they can be a great force for ‘driving’ change throughout a business. They are able to influence others and through empowerment or employee centred management styles and skills, can have an active role in pursuing change.

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18
Q

How are competitors driving forces

A

A business needs to monitor and respond to the actions of competitors. Knowledge of such changes enables a business strategies and activities. The pursuit of a competitive edge is a constant driving force.

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19
Q

how is the legislation a driving force for change

A

A business needs to respond to local, state and federal governments who may bring in legislation that they need to address - for example, minimum wages, equal opportunity, OH&S etc. Also court rulings can charge legislation which again business’ are forced to comply with and respond to, Any laws requires a business to make immediate change because the business cannot ignore it.

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20
Q

How is the pursuit of profit

A

Profit is one of the key objectives of a business and therefore the pursuit of its major driving force for the business’ managers and owners. This additionally applies to public listed companies where the owners (shareholders) want the business to pursue profit to provide for dividends and also to promote capital gain of share prices.

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21
Q

How is the pursuit of profit a driving force

A

Profit is one of the key objectives of a business and therefore the pursuit of its major driving force for the business’ managers and owners. This additionally applies to public listed companies where the owners (shareholders) want the business to pursue profit to provide for dividends and also to promote capital gain of share prices.

22
Q

How is reduction of costs

A

following on from the pursuit of profit, this can generally be achieved by reducing costs, and therefore the reduction of costs is a major driving force for a business. It is often a key driver of change and can create quick improvements to bottom line, and increase profit.

23
Q

How is globalisation a driving force

A

The increase of global trade, communication and transportation on a global scale creates many drivers for business to change. Some businesses may be exposed to global competitors or have global opportunities to expand into global markets through free trade agreements, expanding internet and electronic communication channels. There may be a drive to seek out global manufacturing options to reduce labour costs, outsourcing or obtain raw materials from around the globe based on quality price.

24
Q

How is technology a driving force

A

A business may adopt appropriate technology as it is one of the largest and most persuasive driving forces for a business in a modern era. Technology allows a business to operate its processes more efficiently and effectively than before, cuts costs and improves technology productivity. And advances in technology should be considered as a driving force for change.

25
Q

How is technology a driving force

A

A business may adopt appropriate technology as it is one of the largest and most persuasive driving forces for a business in a modern era. Technology allows a business to operate its processes more efficiently and effectively than before, cuts costs and improves technology productivity. And advances in technology shows should be considered as a driving force for change.

26
Q

How is innovation a driving force

A

Innovation is the introduction of new products, modifying existing ones, adapting business methods or business activities and is a major source of competitive advantage for businesses and therefore a strong driving force for change.

27
Q

How is societal attitudes a driving force

A

Business’ are constantly confronted by changes in societal attitudes and values. Society’s views on what is right and wrong will reflect they way in which a business operates, as a business must respond to these changes to maintain and increase their customer base.

28
Q

define restraining forces

A

..

29
Q

what re the restraining forces

A
managers 
employees
time
organisational intertia
legislation 
and financial considerations
30
Q

how are managers restraining forces

A

some managers may make hasty decisions that are poorly times and unclear. some may be indecisive and put off by making decisions. If a manager is not committed by the change or fear it may threaten their position, they can act to seriously inhibit the chances of its success, by negatively influencing the employees, not proritising change tasks or ignoring changes completely

31
Q

How are employees restraining forces

A

This can be a major source of resistance if employees fear the unknown, fear fro job security and fail to see a reason for change. Change can be emotional and disorientating. To overcome this force, an appropriate level of communication, training and support so employees can overcome this force.

32
Q

How is time a restraining force

A

Some changes need a quick response such as a new competitor in the market, natural disasters wtc. However, sometimes the time required to change business operations, procedures or even products and services can be significant. There also may not be enough time to really think about the change and allow time for others to accept it and implement it. To a vert this, a business may need to be proactive rather than reactive, or try to force or initiate change by the business itself.

33
Q

How is organisational inertia a restraining force

A

Organisational inertia refers to management’s inactivity or lack of response when faced with proposed changes. Some may resist because they do not want to step out of their ‘comfort zones’ or stick to the status quo. It often occurs in stable, traditional businesses, where holding onto long held traditions makes it too hard to bring about change.

34
Q

How is legislation a restraining force

A

Legislation can sometimes make it hard to businesses to change the way they may want to. Due to the fact legislation must be complied with, and thus can be a restraining force. Bodies such as the Australian Competition and Consumer Commission, which has the power to prevent mergers between two businesses. There is also work-safe and foreign laws a business needs to consider

35
Q

How are financial considerations a restraining force for change

A

Whilst the business may have intentions to change, if it cannot find the finances to pay for these changes then they cannot or are unlikely to occur. This can be especially true for small businesses. Change may occur but not to the extent the business first envisioned. Financial costs include both cots and revenue issues.

36
Q

What are the steps in the force field analysis theory

A
  1. Identifying what the change is specifically
  2. Identifying what the driving and restraining forces are for this change
  3. rate these driving and restraining forces in terms of importance
  4. add up the ratings fort he driving and restraining force
  5. See which side is worth more in ratings
  6. figure out stategies as to how this change could run my smoothly, or whether the change should go ahead at all
37
Q

What happens if there is more restraining forces than driving forces after using force field analysis theory

A

If there are more restraining forces then driving forces the change may not occur at all, however, if the change is necessary then through the force field analysis theory managers can understand what will be against the change and implement strategies to alleviate these forces from slowing the change.

38
Q

Define Porters Generic Strategy

A

Porters Generic strategy is a strategic management strategy which describes how a business can seek to acquire a competitive advantage in their industry or market and therefore dominate that industry or increase market share within it. It is therefore a very proactive strategy with two underlying concepts within it , being it is an applied generic strategy, identify and build on its strengths.

39
Q

What are the two key approaches to Porters theory

A

lower cost strategy and differentiation

40
Q

Define the lower cost strategy

A

The lower cost strategy is where a business looks to gain a competitive advantage by reducing its costs in both the primary and support activities. Businesses will look at their activities and determine where costs can be reduced. Businesses that are able to become a cost leader and sell their good/service at a price that is at or below the industry average will be able to gain a substantial competitive advantage and an increased profit margin.

41
Q

define differentiation

A

The differentiation strategy is where a business looks to offer something unique and innovative to its consumers, This allows the business to stand out from its competitors. By becoming unique, the business’s goods/services will be in demand from consumers as they ill not be able to get these features elsewhere. Therefore the business is also able to charge a premium price for their product.

42
Q

What are 3 similarities between porters and the force field analysis theory

A
  • both a strategy to implement change smoothly
  • competitors and the want for a competitive advantage is identified in both these theories as a reason a business may need to change, Lewin competitors as a driving force
  • innovation in lewins theory is very similar to Porters differentiation strategy, as both identify unique products can enable a business to gain competitive advantage and
43
Q

What are 2 differences between porters and force field analysis theory

A
  • porter is proactive but lewin is reactive

- porter uses the SWOT analysis theory to figure out what change they will go ahead with whereas lewin uses

44
Q

What are the advantages and disadvantages of the force field analysis theory

A

.

45
Q

What are the advantages and disadvantage of porters generic strategies?

A

.

46
Q

Define the force field analysis theory

A

The force field analysis theory is a decision making tool, used to compare forces for and against change so that an informed decision can be made as to whether the change should go ahead or the best way to approach it.

47
Q

What is the strengths and weaknesses of lower cost strategy

A
  • Best for larger businesses that can bulk buy for price conscious consumers
  • gives you a competitive advantage
  • may impact on quality
  • lower customer loyalty because people are just always aware of price
  • standardised products may not fulfil customer need who want something unique or different
  • may go against CSR when it comes to overseas inputs and manufacture or removing workers to lower costs
48
Q

What are the strengths and weaknesses of differentiation

A
  • Gives brand loyalty, because you can only get a certain thing from a certain brand, going to come back to the business
  • Can make the business stand out through newness (new technology) and create a good brand image
  • can charge premium prices
  • can work with small businesses
  • It is not good for price sensitive consumers
  • features can be copied and mimicked by others
  • can be hard to protect copy right
49
Q

What is the steps to porters generic strategies

A
  • swot analysis
  • five force analysis
  • compare the two
50
Q

What are the elements to the five force analysis

A
  • supplier power
  • buyer power
  • competitive rivalry
  • threat of substitution
  • threat of new entry