Unit 4-aos2

Question 1

KOTTER - STEP ONE

Answer 1

CREATE URGENCY

- involves identifying the changes which are need to spark initial movement to allow for change within the LSO

Question 2

KOTTER - STEP TWO

Answer 2

FORM A POWERFUL COALITION

- involves convincing people that change is necessary by assembling appropriate people to lead the change

Question 3

KOTTER - STEP THREE

Answer 3

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

Question 4

KOTTER - STEP FOUR

Answer 4

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

Question 5

KOTTER - STEP FIVE

Answer 5

REMOVE OBSTACLES
- once change has been established and the vision has been discussed. Involves checking and removing barriers that prevent change

Question 6

KOTTER - STEP SIX

Answer 6

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

Question 7

KOTTER - STEP SEVEN

Answer 7

BUILD ON THE CHANGE

- involves analysing effective changes and push for continuous change in order to improve

Question 8

KOTTER - STEVEN EIGHT

Answer 8

ANCHOR CHANGES IN CORPORATE CULTURE

- institutionalise change to ensure it becomes a part of the everyday runnings of the LSO.

Question 9

organisational change

Answer 9

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.

Question 10

change

Answer 10

the process of altering the existing organisation in some way and re establishing it in a new or modified form

Question 11

driving forces

Answer 11

are those forces that support change. An example of driving forces include: employees resisting change

Question 12

restraining forces

Answer 12

are those factors which work against and prevent change. An example of restraining forces includes: employees resisting change

Question 13

restraining forces - management

Answer 13

managers can put off making decisions or make hasty poorly timed decisions which cause employees to lose confidence

Question 14

restraining forces - employees

Answer 14

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.

Question 15

restraining forces- time

Answer 15

in some circumstances employees/stakeholders are not given enough time in order to accept change. In other situations timing may be poor

Question 16

restraining forces - competitors

Answer 16

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.

Question 17

restraining forces - cost

Answer 17

initial cost of implementing e.g. technology

Question 18

driving force - cost

Answer 18

cost effective in long run as it may reduce the number of staff required, pay would not required e.g.. superannuation etc.

Question 19

organisational inertia

Answer 19

an unenthusiastic response from management to proposed change.

Question 20

Managing change effectively - low risk practices (definition)

Answer 20

achieve successful change, as it relies on communication employee involvement, training, support and negotiation. Aiming to reduce the fear and anxiety of employees.

Question 21

list Low risk practices

Answer 21

1. communication
2. support and training
3. change agent

Question 22

low risk practice - communication

Answer 22

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.

Question 23

low risk practice - support and training

Answer 23

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.

Question 24

low risk practice - change agent

Answer 24

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

Question 25

Managing change effectively - High risk practices (definition)

Answer 25

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.

Question 26

List high risk practices

Answer 26

1. Manipulation

2. Threat

Question 27

high risk practice - manipulation

Answer 27

involves leaving out key details of change which affects employees. May also involve exerting an influence due to managements power.

Question 28

high risk practice - threat

Answer 28

involves direct or indirect suggestions that something will happen if employees do not accept change. An example would be termination.