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27 Cards in this Set
- Front
- Back
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What is Strategic Leadership? |
Strategic Leadership encourages people to continuously change, refine and improve strategies and their implementation. |
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Organisational Change is living in an environment of constant change, due to ? |
Economic pressure, new technologies etc. |
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What is a Change Agent? |
A Change Agent tries to changes the behaviour of another person or social system. |
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List the forces of Organisational Change? |
- global economy - market competition - local economic conditions - government laws and regulations - technological developments - market trends - social forces |
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List the Targets for Planned Change? |
- tasks - people - culture - technology - structure |
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Define Planned Change? |
Planned change is a direct response to a person's perception of a performance gap. |
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What is a performance gap? |
A performance gap is a discrepancy between the desired and actual state of affairs. |
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What is Unplanned Change? |
Unplanned Change occurs spontaneously without the benefit of a change agent's attention (Eg: Strike, plant closure or interpersonal conflict). |
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A change leader is Forward looking and a Status Quo Manager is backward looking. True or False? |
True. |
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List ways to Lead/Manage Organisational Change? |
- establish urgency for change - form a powerful coalition to lead change - create and communicate a change vision - empower others to change - build on success |
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What is Top Down Change? |
Top Down Change initiatives come from Management. |
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What is Theory E Change and under what change leadership model does it belong? |
Theory E Change is based on activities quickly increasing shareholder or economic value. It is part of the Top Down Change Model. |
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What is one negative to Top Down Change? |
May be costly to employees and corporate traditions. |
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In the Bottom-Up Change Model, where does change initiatives come from? |
All Levels. |
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What is Theory O Change? |
Theory O Change is based on activities that increase Organisational Performance capabilities and encourages participation from bottom up. |
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What is the most successful change leadership? |
The Most successful change leadership is that which harnesses BOTH top-down and bottom-up change. |
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Who Designed the Phases of Planned Change? |
Kurt Lewin |
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What are the 3 Phases of Planned Change? |
1. Unfreezing: a situation is prepared for change and felt needs for change are developed. 2. Changing: change is implemented. Managers initiative changes in tasks, people, culture, technology and structures. 3. Refreezing Change: Change is stabilised and conditions for its long-term continuity are created. |
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List reasons for resistance? |
- fear of unknown - disrupted habits - loss of confidence - poor thinking - work overload |
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What is Organisational Silence? |
Organisational Silence is a form of resistance that occurs when employees fear speaking up. Managers often interpret it as agreement. |
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Force-Coercion Strategy pursues change through _____? |
Force-Coercion Strategy pursues change through formal authority and/or the use of rewards or punishments. |
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A Force-Coercion Strategy reminds employees of _____ if they don't agree with proposed changes. |
Consequences |
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In a Direct Forcing Strategy, the change agent takes what kind of action? |
Direct and Unilateral Action to "command" that change take place. |
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Political Manoeuvring is what? |
Political Manoeuvring is when the change agent works indirectly to gain specific advantage over other people which = change. |
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Rational Persuasion pursues change through ____ data and ____ argument. |
Rational Persuasion pursues change through empirical data and rational argument. |
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A Shared Power Strategy. Is this a slow process? |
A Shared Power Strategy pursues change by participation in assessing values, needs and goals. This is a slow process but is likely to yield high commitment. |
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Power Sharing is likely to result in a longer-lasting and internalised change. True or False? |
True |
