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6 Cards in this Set

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Identifying the need for change:
A member of the business should always be scanning the environment of the business to see wether the business can actually undertake change as there are many factors to look at where businesses cannot undertake this change as it could cause more staffing or less staffing causing disputes.
Setting achievable goals:
The business should achieve goals that are realistic and can be met. It should be set on a yearly basis so that a business can constantly control its business to achieve the goal.
Creating Culture of Change:
A business can manage change through creating a positive culture that can help change to occur between the employees. This may mean the use of team work or people coming into groups. This is implemented through a change agent (is a person or group of people who acts as a catalyst, assuming responsibility for managing the change process).
Change Models:
Force-field analysis & Lewin’s Unfreeze/change/refreeze model:
Force-field analysis
this suggest that there are two forces that govern the effectiveness of change which are driving forces (these are forces that support change [e.g. change agents]) and restraining forces (these are forces that are against change).
Lewin’s Unfreeze/change/refreeze model
 Step 1(unfreeze): This process breaks down the forces that look at the existing system. It prepares the organisation for change as well as indentifying the need for change, thus reducing resistance to change.
 Step 2(change): This is when the change actually begins. The new procedures, systems and behaviours must be identified and communicated, modelled and practiced.
 Step 3(refreeze): This requires the change behaviour be reinforced to make sure it lasts. The manager plays a big role by praising employees through monetary and non-monetary rewards for the efforts in the change process.