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LABMAN > Week 5: Change Management > Flashcards

Week 5: Change Management Flashcards

1
Q

4 Types of Change?

A
  1. Operational Changes
  2. Strategic Changes
  3. Cultural Changes
  4. Political Changes
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2
Q

can influence the way dynamic business tasks are led, including the computerization of a particular business segment

A

Operational Changes

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3
Q

changing the systems, operations, internal processes, administrative procedures, supply chains, and operational policies to improve work efficiency

A

Operational Changes

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4
Q

type of change performed when they encounter errors and want to maximize profit

A

Operational Changes

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5
Q

occur when the business direction, in relation to its vision, mission, and philosophy, is altered

A

Strategic Changes

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6
Q

type of change performed when they have already reached their goal

A

Strategic Changes

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7
Q

type of change performed when there is a new trend in the laboratory (ex: new technologies and automations)

A

Strategic Changes

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8
Q

type of change to inspire the employees to achieve best results

A

Strategic Changes

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9
Q

influence the internal organizational culture

A

Cultural Changes

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10
Q

change that leads to flexibility in the workplace (ex: varying age groups of workers; millennials bringing fresh ideas and concepts to improve traditional procedures; somtimes older and younger age groups clash due to difference in norms)

A

Cultural Changes

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11
Q

an example of this type of change is gender roles in the workplace

A

Cultural Changes

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12
Q

in human resources occur primarily due to political reasons of varying types

A

Political Changes

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13
Q

type of change that relies on the self-interest of the newly elected leaders of certain positions; they will have the power to alter organization’s goals and missions

A

Political Changes

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14
Q

more on power acquisition of the behaviors that influence the processes in the business

A

Political Changes

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15
Q

4 Targets of Change?

A
  1. Human Resources
  2. Functional Resources
  3. Technological Capabilities
  4. Organizational Capabilities
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16
Q

is the nature of work, strategies used, and the different job designs for individuals and groups

A

Tasks

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17
Q

attitudes and skills of the employees along with the human resource management of the organization

A

People

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18
Q

norms of the organization, the values of the organization

A

Culture

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19
Q

operations and information technology to support job designs and machines in systems

A

Technology

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20
Q

system of the organization, design features and communication systems

A

Structure

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21
Q

“Unfreeze-Change-Refreeze” model was proposed by?

A

Kurt Lewin

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22
Q

Kurt Lewin proposed what Change Management model?

A

three-step “Unfreeze-ChangeRefreeze” model

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23
Q

“Unfreeze-Change-Refreeze” model was proposed in?

A

1950s

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24
Q

the universally recognized founder of social psychology

A

Kurt Lewin

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25
Q

Highly relevant today and often used as the basis for many change management strategies.

A

“Unfreeze-Change-Refreeze” model

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26
Q

It gives a manager or agent a framework to implement change of effort which is always very sensitive and should be seamless as possible.

A

“Unfreeze-Change-Refreeze” model

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27
Q

“Unfreeze-Change-Refreeze” model: Friction causes change

A

Unfreezing

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28
Q

“Unfreeze-Change-Refreeze” model: Reduction of forces that support the status quo

A

Unfreezing

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29
Q

“Unfreeze-Change-Refreeze” model: Introducing and explaining to the employees what will be the change and why will the change happen to rebrand them for better work efficiency

A

Unfreezing

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30
Q

“Unfreeze-Change-Refreeze” model: Creation of new behavior

A

Change

31
Q

“Unfreeze-Change-Refreeze” model: Creation of culture that supports the change

A

Change

32
Q

“Unfreeze-Change-Refreeze” model: Developing new methods to get the change to “stick”

A

Refreezing

33
Q

“Unfreeze-Change-Refreeze” model: Creation of support mechanisms to enhance change

A

Refreezing

34
Q

“Unfreeze-Change-Refreeze” model: Supporting the changes once it happened. Employees should agree to the change phase and encourage them to provide feedback about how things have changed.

A

Refreezing

35
Q

Change Management model introduced by Jeff Hiatt?

A

Proski’s (Prosci’s raw dapat sabi ni sir sa reclec) ADKAR® Model

36
Q

Proski’s (Prosci’s raw dapat sabi ni sir sa reclec) ADKAR® Model was introduced by?

A

Jeff Hiatt

37
Q

Consists of 5 tangible and concrete outcomes people need to achieve for lasting change.

A

Proski’s (Prosci’s raw dapat sabi ni sir sa reclec) ADKAR® Model

38
Q

1st A in ADKAR?

A

Awareness of the business reasons for change

39
Q

D in ADKAR?

A

Desire to engage and participate in the change

40
Q

K in ADKAR?

A

Knowledge about how to change

41
Q

2nd A in ADKAR?

A

Ability to implement change

42
Q

R in ADKAR?

A

Reinforcement to ensure change sticks

43
Q

8-Step Model of Change was developed by?

A

Harvard Business School’s John Kotter

44
Q

John Kotter developed what Change Management model?

A

8-Step Model of Change

45
Q

Focuses on efficient and effective change management in a competitive world.

A

Kotter’s 8-Step Model of Change

46
Q

Step 1 in Kotter’s 8-Step Model of Change?

A

Step 1: Increase Urgency

47
Q

Step 2 in Kotter’s 8-Step Model of Change?

A

Step 2: Build Guiding Team

48
Q

Step 3 in Kotter’s 8-Step Model of Change?

A

Step 3: Develop the Vision

49
Q

Step 4 in Kotter’s 8-Step Model of Change?

A

Step 4: Communicate for Buy-in

50
Q

Step 5 in Kotter’s 8-Step Model of Change?

A

Step 5: Empower Action

51
Q

Step 6 in Kotter’s 8-Step Model of Change?

A

Step 6: Create Short Term Wins

52
Q

Step 7 in Kotter’s 8-Step Model of Change?

A

Step 7: Don’t Let Up

53
Q

Step 8 in Kotter’s 8-Step Model of Change?

A

Step 8: Make Change Stick

54
Q

It is a series of tools, techniques and processes aimed at successfully effecting change.

A

Change Management

55
Q

These tools and techniques can be implemented in a variety of contexts, but often they support the application of other initiatives such as?

A
  • Six Sigma
  • CRM
  • Total Quality Management
  • enterprise applications such as SAP
56
Q

It is a set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency.

A

Six Sigma

57
Q

Steps of Six Sigma?

A

Define, Measure, Analyze, Improve, Control

58
Q

It is a technology for managing all your company’s relationships and interactions.

A

Customer Relationship Management (CRM)

59
Q

It is the combination of practices, strategies and technologies that companies use to manage and analyze customer interactions and data throughout the customer lifecycle.

A

Customer Relationship Management (CRM)

60
Q

The goal of CRM is to improve _________ and assist in ________ and drive _________.

A

customer service relationships; customer retention; sales growth

61
Q

Best example of Customer Relationship Management (CRM)?

A

customer feedback

62
Q

It is an approach to success through continuous communications.

A

Total Quality Management (TQM)

63
Q

During times of organizational change.

A

Total Quality Management (TQM)

64
Q

The continual process of detecting and eliminating manufacturing errors, streamlining supply chains, improving the customer experience, and ensuring employees are fully trained.

A

Total Quality Management (TQM)

65
Q

Transcribe SAP Software.

A

Systems Applications and Products in Data Processing

66
Q

SAP Software is an example of?

A

enterprise resource planning

67
Q

It is an example of enterprise resource planning that is used to assist companies with the management of business areas, such as finances, logistics and human resources.

A

SAP Software

68
Q

It is used to control all types of critical business functions.

A

SAP Software

69
Q

SAP Software helps organisations to run faster and more efficiently by?

A

by integrating and automating key processes

70
Q

SAP Software provides multiple business functions with real-time and accurate insight into operations by?

A

by storing data centrally

71
Q

Scope/Components of SAP?

A
  1. Human Resource - job availabilities
  2. Progamming - structure or design of institution
  3. Sales & Distribution - delivery of service
  4. Finance - sales
  5. Warehouse Management - supply chain
  6. Cloud Technology - LIS, medical records
72
Q

He describes common tools and techniques that a change management practitioner might use during a change initiative.

A

Downey

73
Q

Downey describes common tools and techniques that a change management practitioner might use during a change initiative, which include?

A
  1. Questioning skills to gather information about the ‘as is’ and ‘to be’ status of the business process
  2. Process mapping for both ‘as is’ and ‘to be’ processes
  3. Gap analysis
  4. Business case development
  5. Project management
  6. Problem solving

LABMAN (6 decks)

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