Unit 4-aos2 Flashcards
KOTTER - STEP ONE
CREATE URGENCY
- involves identifying the changes which are need to spark initial movement to allow for change within the LSO
KOTTER - STEP TWO
FORM A POWERFUL COALITION
- involves convincing people that change is necessary by assembling appropriate people to lead the change
KOTTER - STEP THREE
CREATE A VISION FOR CHANGE
- involves clarifying the benefits and how it affects the bigger picture of the LSO. Creating a vision will enable key stakeholders to understand why change is needed
KOTTER - STEP FOUR
COMMUNICATE THE VISION
- involves transferring information to key stakeholders within the LSO. Has the ability to embed change within day to day activities of LSO
KOTTER - STEP FIVE
REMOVE OBSTACLES
- once change has been established and the vision has been discussed. Involves checking and removing barriers that prevent change
KOTTER - STEP SIX
CREATE SHORT TERM WINS
- identifying and celebrating anything that goes well within the LSO which has relation to change. Will provide continued motivation and bring on board employees
KOTTER - STEP SEVEN
BUILD ON THE CHANGE
- involves analysing effective changes and push for continuous change in order to improve
KOTTER - STEVEN EIGHT
ANCHOR CHANGES IN CORPORATE CULTURE
- institutionalise change to ensure it becomes a part of the everyday runnings of the LSO.
organisational change
is the adaptation of a new idea or behaviour by an organisation. This may include the adoption of a new idea or behaviour resulting in a difference in the form of an operation over time.
change
the process of altering the existing organisation in some way and re establishing it in a new or modified form
driving forces
are those forces that support change. An example of driving forces include: employees resisting change
restraining forces
are those factors which work against and prevent change. An example of restraining forces includes: employees resisting change
restraining forces - management
managers can put off making decisions or make hasty poorly timed decisions which cause employees to lose confidence
restraining forces - employees
and changes to operations management can cause concern for employees as they may feel they can’t adapt to changing procedures / policies. This concern is amplified if no training is provided. Change to human resource management also creates resistance as employees may fear redundancy, less hours or change in roles.
restraining forces- time
in some circumstances employees/stakeholders are not given enough time in order to accept change. In other situations timing may be poor
restraining forces - competitors
when a competitor dominates the market other LSO’s may be reluctant to initiate major changes as they may feel it is a waste of resources etc.
restraining forces - cost
initial cost of implementing e.g. technology
driving force - cost
cost effective in long run as it may reduce the number of staff required, pay would not required e.g.. superannuation etc.
organisational inertia
an unenthusiastic response from management to proposed change.
Managing change effectively - low risk practices (definition)
achieve successful change, as it relies on communication employee involvement, training, support and negotiation. Aiming to reduce the fear and anxiety of employees.
list Low risk practices
- communication
- support and training
- change agent
low risk practice - communication
The transfer of information between two parties. The greater amount of sharing during the change process, the greater the level of trust. Managers must ensure all information is given, including positive and negative feedback.
low risk practice - support and training
change may result in redundancy, so those likely to be affected should receive care and consideration from management. Provision of assistance in resume writing techniques and free of charge financial advice.
low risk practice - change agent
when an external third party intervenes within change in order to oversee the process. It is a time consuming process but provides long term success as they are experienced within managing change
Managing change effectively - High risk practices (definition)
an increased chance of failure and damage to relationships in the LSO. This is caused by little to no employee involvement where honesty is not always provided. Although it does enable immediate attention and action.
List high risk practices
- Manipulation
2. Threat
high risk practice - manipulation
involves leaving out key details of change which affects employees. May also involve exerting an influence due to managements power.
high risk practice - threat
involves direct or indirect suggestions that something will happen if employees do not accept change. An example would be termination.
