Unit 10.15 Managing Change

Question 1

Incremental change definition?

Answer 1

Small adjustments made, usually over a long period of time, towards a desired end result; it usually does not alter current working practices in any significant way

Question 2

Example of business using incremental change?

Answer 2

The Toyota way:
Toyotas success comes from well-known business model - the Toyota way - focuses on incremental process improvements linked to quality operations and production management

Question 3

Disruptive change definition?

Answer 3

An irreversible change to products, processes and markets; a change that alters future completely from what was expected before the change

Question 4

Examples of disruptive change?

Answer 4

• computer industry, ongoing disruptive innovation - from mainframe computers to mini-computers, to personal computers, to laptops, to tablets, ..

Question 5

Lewin’s fore field analysis?

Answer 5

The ‘force field’ consists of two opposing forces — one set of forces, the driving forces, are working for change, and the other set, the restraining force, are working against change; change occurs when the driving forces are stronger than the restraining forces.

Question 6

The value of change?

Answer 6

• without change, businesses likely lose competitive edge and fail meet customer needs
• customers need change, creating demands for new types of goods and services — opening up new areas of opportunity for businesses prepared to change in order to meet these needs
• change helps businesses cope with globalisation, with changes to market opportunities, legalisation and other elements from external environment. For example, ability to respond effectively to changing economic conditions enables business maintain strong brand and strong relationship with customers

Question 7

Benefits of flexible organisation (organisation that can respond quickly to changes taking place in external environemnt)?

Answer 7

• make more efficient use of resources directing them to organisation’s priorities or strengths
• able to cut down on costs — particularly for labour, major cost; in turn leads to increased productivity
• can lead to improved customer service, by meeting customer needs more effectively, for example 24/7 basis

Question 8

Issues to consider in relation to flexible organisations?

Answer 8

• delayering
• restructuring
• flexible employment contracts

Question 9

Flexible employment contracts definition?

Answer 9

Working arrangements that give some degree of flexibility about how long, where, when and at what times employees work; flexibility can be in terms of working time, working location or pattern of working.

Question 10

Flexible employment contracts include?

Answer 10

• part-time working
• term-time working
• job-sharing
• flexitime

Question 11

Organic structures include?

Answer 11

• flat organisations
• horizontal communication and interactions
• low levels of specialisation because knowledge resides wherever it is most useful
• decentralisation involving a great deal of formal
• informal participation in decision making

Question 12

Mechanistic structures include?

Answer 12

• hierarchical and bureaucratic organisational structures
• highly centralised authority
• formalised procedures and practices
• highly specialised functions

Question 13

Organic structures vs mechanistic structures?

Answer 13

Mechanistic structures represent the traditional top-down approach to organisational structure. Organic structures represent a more collaborative, flexible approach

Question 14

Examples of organic structures?

Answer 14

Google and facebook are reported to have organisational structures that could be defined as organic

Question 15

Barriers to implementing successful change include?

Answer 15

• lack of clear objectives or sense of mission or purpose in relation to change process
• inappropriate and insufficient resources (including human, financial and physical resources, such as machinery and plant) to assist change process

Question 16

What factors limit the success of change process?

Answer 16

• resistance to change, which can impede ability of business to serve customers, innovate for future, or capitalise on new initiative
• nature of organisational structure — flat structure often most appropriate for implementing and managing change successfully
• external factors, such as impact of competitors actions or changes in economy

Question 17

What are the four reasons for resistance to change based off of kotter and Schlesinger?

Answer 17

• parochial self-interest
• misunderstanding and lack of trust
• different assessments
• low tolerance for change

Question 18

What are the six ways of overcoming resistance to change based off of kotter and Schlesinger?

Answer 18

• education and communication
• participation and involvement
• facilitation and support
• negotiation and agreement
• manipulation and co-optation
• explicit and implicit coercion