INCREMENTAL CHANGE = GRADUAL MECH
usually the result of a strategic FORCE FIELD ANALYSIS rigid, best for
plan used to analyse forces for and traditional, ce
attempts to minimise disruption against change tall structure
managers will decide a timescale developed by Kurt Lewin to travel
for the changes and timetable shows the plan, the supporting easy to assign
strategies for achievement forces and the opposing forces DELAYERING - Improves comm and reduces costs hard to adapt
after identifying; numbered to = removing parts of an organisation's hierarchy employees ar
DISRUPTIVE CHANGE = SUDDEN show significance 1= least 5= get a flatter structure with wider spans of alone
forces firms to change suddenly most control
may have to close or sell off numbers added to show total ORG
forces for and against the plan flatter structures = quicker comms, helps decentralised
subsidiary companies, spend more decision making in changing environments employees ha
on promotion or totally restructure can be used to help decide if delayering in economic demand = lower costs
negative event that makes the to go ahead with plan or to flat structure
see how forces could be so can charge lower prices and have suited to unce
customer go elsewhere or competitive advantage work in teams
increased demand and quick strengthened or weakened can lead to job losses, loss of vital skills and
expansion experiences that reduce the future flexibility
KNOWLED
CHANGES = VITAL FOR A THRIVING BUSINESS CHANGES = VITAL FOR A THRIVING BUSINESS = the collection, or
necessary for growth and to stay competitive necessary for growth and to stay competitive application of know
allows business to take advantage of new, allows business to take advantage of new, FLEXIBLE BUSINESSES = ABLE TO most useful d
effective ideas and possibly lower costs too effective ideas and possibly lower costs too RESTRUCTURE FREQUENTLY to analyse
will cause disruption / be resisted at first but the will cause disruption / be resisted at first but the if can restructure quickly, can adapt to to should have
development and outcome should outweigh this development and outcome should outweigh this changes in ext environment or implement new what knowle
might be forced to change in changing markets might be forced to change in changing markets strat replacing
Why restructure? To maximise efficiency of improve inter
the... knowledge an
EXTERNAL CAUSES OF CHANGE decision making learned after
availability of new tech - make production faster and cheaper, communication
can lead to increased competitive environments and shorter division of tasks FLEXIBLE
product life cycles can also reduce costs = more competitive more flexible
changing consumer tastes - alter product range for demand fast changing markets may choose to can help with
slowing economy - prices need changing What changes might a decentralise have a mixtu
changes in the law business make? flexibility is important in times of hardship can outsource
changes in ethical / social views of customers staffing levels makes it easi
changes in competition location and open up
product range applicants
INTERNAL CAUSES OF CHANGE budget for R&D MANAGING CHANGE Downsides - can
a change in leadership/management - new director, new ideas = staff training teamwork, harder
change in organisational culture and structural changes new machinery
Better than expected performance - could lead to expansion
Poor financial performance - retrenchment OVERCOMIN
Staff Changes - no longer have needed skills, need to retrain,
BARRIERS T
13 - Managing Change
recruit or outsource
Business Growth - e.g. adapting to international markets CHANGE
The type of business
MANAGERS CHANGING CULTURE MANAGING ORGANISATIONAL
the culture depends on the CHARLES HANDY - 4 MAIN TYPES CULTURE
leader's preferences OF ORGANISATIONAL CULTURE
might want it to make it more
like their previous work place 1 - Power Culture ORGANISATIONAL CULTURE
might want to change to centralised structure - decision making authority is limited = the way people do things in a company, the way that they expect
become more competitive may struggle if the business grows and then cannot be run from the centre still things to be done
employees likely to be resistant to change - they don't get an opinion and don't important to shape the attitudes and expectations of staff and
STAKEHOLDERS & CULTURE trust the managers since they don't see the daily runnings of the business managers
Staff - affects motivation has an effect on planning, objective setting and strategy
usually the result of a strategic FORCE FIELD ANALYSIS rigid, best for
plan used to analyse forces for and traditional, ce
attempts to minimise disruption against change tall structure
managers will decide a timescale developed by Kurt Lewin to travel
for the changes and timetable shows the plan, the supporting easy to assign
strategies for achievement forces and the opposing forces DELAYERING - Improves comm and reduces costs hard to adapt
after identifying; numbered to = removing parts of an organisation's hierarchy employees ar
DISRUPTIVE CHANGE = SUDDEN show significance 1= least 5= get a flatter structure with wider spans of alone
forces firms to change suddenly most control
may have to close or sell off numbers added to show total ORG
forces for and against the plan flatter structures = quicker comms, helps decentralised
subsidiary companies, spend more decision making in changing environments employees ha
on promotion or totally restructure can be used to help decide if delayering in economic demand = lower costs
negative event that makes the to go ahead with plan or to flat structure
see how forces could be so can charge lower prices and have suited to unce
customer go elsewhere or competitive advantage work in teams
increased demand and quick strengthened or weakened can lead to job losses, loss of vital skills and
expansion experiences that reduce the future flexibility
KNOWLED
CHANGES = VITAL FOR A THRIVING BUSINESS CHANGES = VITAL FOR A THRIVING BUSINESS = the collection, or
necessary for growth and to stay competitive necessary for growth and to stay competitive application of know
allows business to take advantage of new, allows business to take advantage of new, FLEXIBLE BUSINESSES = ABLE TO most useful d
effective ideas and possibly lower costs too effective ideas and possibly lower costs too RESTRUCTURE FREQUENTLY to analyse
will cause disruption / be resisted at first but the will cause disruption / be resisted at first but the if can restructure quickly, can adapt to to should have
development and outcome should outweigh this development and outcome should outweigh this changes in ext environment or implement new what knowle
might be forced to change in changing markets might be forced to change in changing markets strat replacing
Why restructure? To maximise efficiency of improve inter
the... knowledge an
EXTERNAL CAUSES OF CHANGE decision making learned after
availability of new tech - make production faster and cheaper, communication
can lead to increased competitive environments and shorter division of tasks FLEXIBLE
product life cycles can also reduce costs = more competitive more flexible
changing consumer tastes - alter product range for demand fast changing markets may choose to can help with
slowing economy - prices need changing What changes might a decentralise have a mixtu
changes in the law business make? flexibility is important in times of hardship can outsource
changes in ethical / social views of customers staffing levels makes it easi
changes in competition location and open up
product range applicants
INTERNAL CAUSES OF CHANGE budget for R&D MANAGING CHANGE Downsides - can
a change in leadership/management - new director, new ideas = staff training teamwork, harder
change in organisational culture and structural changes new machinery
Better than expected performance - could lead to expansion
Poor financial performance - retrenchment OVERCOMIN
Staff Changes - no longer have needed skills, need to retrain,
BARRIERS T
13 - Managing Change
recruit or outsource
Business Growth - e.g. adapting to international markets CHANGE
The type of business
MANAGERS CHANGING CULTURE MANAGING ORGANISATIONAL
the culture depends on the CHARLES HANDY - 4 MAIN TYPES CULTURE
leader's preferences OF ORGANISATIONAL CULTURE
might want it to make it more
like their previous work place 1 - Power Culture ORGANISATIONAL CULTURE
might want to change to centralised structure - decision making authority is limited = the way people do things in a company, the way that they expect
become more competitive may struggle if the business grows and then cannot be run from the centre still things to be done
employees likely to be resistant to change - they don't get an opinion and don't important to shape the attitudes and expectations of staff and
STAKEHOLDERS & CULTURE trust the managers since they don't see the daily runnings of the business managers
Staff - affects motivation has an effect on planning, objective setting and strategy
