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32 Cards in this Set
- Front
- Back
The Goal of Change |
To bring about some desired behaviour or structuralmodifications aimed at improving organisation performance. |
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The Management of Change |
The process of taking an existing organisation altering or transforming it and establishing a new or altered form of the organisation. |
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The two Types of Change |
-Transformational -Incremental |
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Transformational Change |
A complete restructure throughout the wholeorganisation |
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Incremental Change |
Minor changes involving a few employees at atimeall |
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Sources of Change |
The dynamic and ever changing nature of the environments of LSOs provide sources of change. |
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Internal Environment |
Employees: may pressure changes to occur.Technology ect. Management: through their roles can exert pressure for change. |
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External Environment |
a) Operating pressures for change can come from customers- who may demand changes be made to a product. b) Macro environment pressures can arise through technology |
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Driving Forces for Change |
- Management - Costs - Time - Employees - Competitors - Low Productivity - Legislation |
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Why is Management a driving force for change? |
Management, particularly byeffectively employing the role of leadership can drive the change. Theinterpersonal qualities of management can assist the employees to trust itsleadership, thus helping to promote the change. |
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Why is Cost a driving force for change? |
An organisation which can afford to finance the change will be more likely to be able to support and encourage the change |
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Why is Time a driving force for change? |
An organisation which has the time to plan ahead, and to put in place strategies to introduce the change will be more likely to support the change. |
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Why are Employees a driving force for change? |
If the employees have a positive culture- one which supports and embraces change- the change process will be more likely to be effectively promoted and supported. |
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Why are Competitors a driving force for change? |
The need to be able to keep up with, or to stay ahead of competitors will encourage organisations to change. |
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Why is Low Productivity a driving force for change? |
Low productivity is a significant cost of a business. Organisations experiencing low rates of productivity will be encouraged to make changes to improve rates of productivity. |
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Why is Legislation a driving force for change? |
New laws or regulations from Government can act as driving force for change. Eg Federation University had to respond to changed concerning funding arrangements for the tertiary sector. |
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What are some restraining forces of change? |
- Organisationalinertia - Employees - Competitors - Legislation - Cost - Productivity |
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What is Organisational inertia and why is it a restraining force for change? |
This occurs when management is not open or receptive to change. |
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Why are Employees a restraining force for change? |
May resist change because they are worried that they cannot adapt to the new procedures, which threaten established work routines. |
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Why are Competitors a restraining force for change? |
When a competitor dominates the market, Organisations may be reluctant to initiate major changes because they fear it will be a waste of time and resources. |
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Why is Legislation a restraining force for change? |
This occurs when the legislation places restrictions on certain operation practices and procedures. |
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Why is Cost a restraining force for change? |
An organisation contemplating change must weigh up the costs and benefits of the change. |
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Why is Productivity a restraining force for change? |
When change is implemented it will usually cause some disruption to the existing operating systems and work patterns. |
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Strategies for change are: |
Change can be difficult to achieve. Studies generally revealthat “people resistance” is the major cause of failure in achieving change. |
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Low Risk tactics are |
Are those that don’t have negative outcomesif they are not successful. |
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Low Risk tactics include: |
•Two-way communication between management andemployees •Empowerment of employees to make decisions•Establishment of work teams to implementchanges. •Low risk tactics involve a participativeapproach to the implementation of change |
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Strengths of Low Risk tactics |
- Encourages greater acceptance and support of the change, thus lowering resistance to change. - Helps to empower employees and to increase their levels of motivation and satisfaction. - Employee input in the process can provide management with suggestions to how best introduce and manage the change process. |
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Weaknesses of Low Risk tactics |
Even with consultation with management, if the objectives of the change are not achievable, employees will not react positively. |
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High Risk Tactics are: |
because their failure will result innegative outcomes, particularly permanently damaging staff and managementrelationships. |
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Strengths of High Risk Tactics |
- May result in the speedier introduction of change……why? Management is able to direct the organisation in the direction which they want. - May add to certainty and consistency in the organisation. |
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High Risk Tactics include: |
• Threats to employees who do not agree with thechange • Manipulation by managers e.g managers distortingthe situation • High risk tactics involve an autocratic approachto the implementation of change |
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Weaknesses of High Risk tactics include: |
- Tactics such as manipulation and threats may be regarded as unethical Can lead to resentment from staff, thus can significantly slow down the change process. - Staff may not conform to the changes. - May damage staff and management relationships. Can thus, negatively impact on the corporate culture of the organisation. |