Unit 4 AOS 2: Implementing Change Vocabulary

Vocabulary flashcards generated from lecture notes on Unit 4 AOS 2: Implementing Change, defining key terms, strategies, theories, and concepts.

Leadership

Influencing and motivating employees to work towards the achievement of business objectives, i.e. the change goal.

Staff Training

The process of teaching staff how to do their current job more efficiently and effectively.

Staff Motivation

Factors that drive an employee to achieve a goal.

Change in Management Styles

Altering the way a manager controls, interacts and communicates with employees, likely from a centralised approach to a more decentralised approach.

Change in Management Skills

Altering the way a manager utilises and implements their capabilities and qualities, such as a more effective communication or more frequent use of delegation.

Robotic Process Automation (RPA)

Technology where automated bots carry out repetitive jobs much faster and with much more precision than human counterparts, operating complex functions 24/7 without assistance.

Document Data Extraction

The process of automatically transcribing data digitally to save countiess hours of time for employees, allowing purchase orders, client documents, customer records and invoices to be scanned accurately.

Workflow Tools

Cloud-based systems and advanced technology that provide platforms for organising work processes and projects within teams to improve data workflow within the organisation.

AI Assistants

Automated tech incorporating AI (such as chatbots) into business systems where people engage with bots for customer service to solve simple issues.

Quality Management

The management of the production process to ensure outputs are consistently reliable, durable and free from defect.

Cost Cutting

Reviewing and reducing unnecessary expenses.

Lean Production

The systematic process for the elimination of waste in the manufacturing system to improve efficiency and effectiveness.

Redeployment of Resources

The process of moving/reallocating resources (e.g. natural resources and materials, labour and capital) from one area of the business to another in order to increase efficiency.

Natural Resources

Resources occurring in nature, e.g. timber, water, solar.

Labour Resources

Resources involving mental and physical effort, i.e. employees.

Capital Resources

Resources that have been manufactured, e.g. machinery, buildings.

Innovation

Creating a new good, service or process, or significantly improving an existing one.

Global Sourcing of Inputs

The strategy of seeking the most cost efficient and/or quality materials/inputs from suppliers from countries overseas.

Overseas Manufacture

When the transformation/processes stage of the operations system is conducted in an overseas location.

Global Outsourcing

When a business organisation contracts an overseas business to perform some of its roles or functions.

Official Corporate Culture

A business' shared values and beliefs formally expressed in its written statements created by senior managers, e.g. vision or mission statements, slogans or policies.

Real Corporate Culture

The unofficial, unwritten, or actual shared values and beliefs of those within the business, which could be reflected by how the staff dress, the language they use and how they treat colleagues and customers.

Senge's Learning Organisation

Businesses where managers and employees continually seek to expand their capacity to achieve the desired results, encouraging new patterns of thinking and operating.

Personal Mastery

Employees' individual commitment to learning and developing themselves, being aware of the areas they need to grow and seeking to achieve personal goals.

Mental Models

The entrenched assumptions and generalisations held by individuals and businesses that influence behaviour.

Building a Shared Vision

All employees holding the same common image of where the business needs to be in the future, providing focus and energy for learning at the business.

Team Learning

Individuals in a group sharing their knowledge and skills, enhancing their capacity individually and as a whole.

Systems Thinking

Analysing the interdependence between teams and processes to understand their relationship as whole.

Low-Risk Strategies

Tactics used by managers in the change process that are less likely to cause anxiety and fear in relation to change.

Communication (Low-Risk Strategy)

The two-way process of sending and receiving information in a clear and understandable manner.

Empowerment

Sharing information and authority with employees so that they can take initiative and take ownership of the change.

Support (Low-Risk Strategy)

Nurturing activities related to understanding the emotions the employees will feel during the change and providing services to look after them through this period.

Incentives

Motivating employees to demonstrate the required behaviour by giving a reward if the desired change is demonstrated by the employee.

High-Risk Strategies

Tactics used by managers in the change process that are more likely to cause anxiety and fear in relation to change.

Threats

The use of power to force resistors to conform and support change efforts.

Manipulation

The skillful or devious exertion of influence over someone to get them to do what you want against their will.

Unfreeze (Lewin's Step 1)

Preparing the business for change by identifying and communicating the need for change, removing resistance to change and preparing stakeholders to take on the change.

Change (Lewin's Step 2)

The process of moving the business to a new position.

Refreeze (Lewin's Step 3)

Consolidating and entrenching changes into the culture of the business and creating a new sense of stability.

Corporate Social Responsibility (CSR) in Change

A business going beyond legal requirements to positively impact the community and/or limit its negative effect on the environment when implementing change.