BUSINESS UNIT 4 AOS 2

leading

inspiring, motivating and guiding of employees to achieve orginastional objectives

interpersonal

liaising and dealing with people

informal

gathering and communicating information

charactericts of effective leadorship

articulate the vision, motivate and inspire, effective communication, interpersonal skills

during times of change an effective leador must

market and promote the change, resolve conflict, share credit and recognition

managment strategies in response to KPI’s

staff training

training that is provided to improve peformance on the present job to help employees increase their skill set and knowledge to seek long term change in employee peformance

on the job training

teaching skills knowledge and compentices that are needed for employees to peform a specific job within the workplace environment

mentoring

job rotation

coaching

off the job training

employees who receive training from a place outside of the actual work environment

TAFE
UNI

courses

managment strategies in response to KPI’s

staff motivation

involving employees in decision making and providing meaningful work that employees are more likley to be invested in which creates a more motivating work environment

managment strategies in response to KPI’s

change managment styles

managers may adjust their managment styles based around the experience of employees or lack of experience of employees to adapt their style and skills to the situation which will lead to better employee peformance

increased investment in technology

increases speed of production, productivity, higher quality and accuracy, less product wastage and no hazadous or dangerous work to be completed by employees

improved quality in production

managing quality standards leads to a better customer reputation for goods and services provided. implementing quality managment strategies should help in adressing issues in relation to KPI’s

managment strategies in response to KPI’s

cost cutting

taking action to reduce the amount that is spent on a service, lower salary costs, reduce wastage and lower supplier costs

managment strategies in response to KPI’s

initating lean managment

systematic method for reducing waste within a manufacturing process that adds little or no value to a product (minimising recourses used) less use of labour, materials, waste, time

managment strategies in response to KPI’s

redeployment of recouses

natural

things from land, sea or air that can help us in our business. Recourses that are recycled or reused thus using recourses in more than one way

managment strategies in response to KPI’s

redeployment of recouses

capitol

machinery and equiptment

managment strategies in response to KPI’s

innovation

creating a new product, service or process, or significantly improving the existing one

managment strategies in response to KPI’s

global sourcing of inputs

purchasing materials, components or labour from overseas to reduce costs or access better recourses

managment strategies in response to KPI’s

overseas manufacturing

purchasing goods in another country to reduce production costs or access a new market

managment strategies in response to KPI’s

global outsourcing

using an external overseas business to perform part of a businesses operations usually to reduce cost or access specalist expertise

corporate culture

shared values and beliefs held by an organisation. it is reflected in the way that an organisation develops their staff, how they relate and interact with eachother

official corporate culture

The formalized culture that is seen in documentation such as annual reports, emails ect. it is the culture that a business wants to project to the public and how they want to be perceived.

real corporate culture

the shared values and beliefs that develops organically within a business and what is practised on a daily basis by employees

senges learning orgnisation theory

senge believes -

all five principles need to be present and employees and managers must learn and work together creating a positive culture that welcomes change

senges learning orgnisation theory

senge’s theory -

states that a business should become learning organization where managers and employees continually learn, improve, and adapt to change

senges learning orgnisation theory

1. systems thinking

envolves the analysis of the business peformance as a whole and the ability to see the big picture and change according to a pattern rather than singular events to determin the cause and effect

senges learning orgnisation theory

2. personal mastery

lifelong disipline mindset where an individual is constantly focusing on trying to improve their expertise in one area and constantly aware of what they know and dont know

senges learning orgnisation theory

3. mental models

employees and managers should be open to challenge their way of thinking and be open to new ideas while recognising weaknesses in the existing business system and processes

this encourages openness, honesty and trust making change easier to implement

senges learning orgnisation theory

4. building a shared vision

invisioning change together and having a common understanding within a business of what they want to achieve, encourages commitment and employees are more likley to be invested in change if they feel valued and apart of it (not left behind)

senges learning orgnisation theory

team learning

employees should learn and develop as a team, open communication allows a busines to share ideas and question assumptions

benefits of senges learning orgnisation theory

people are willing to try new things and take risks

overall level of improvement

empower employees to feel more motivated

limitations of senges learning orgnisation theory

costly to implement

time consuming as time must be allocated

low risk strategies

communication

clearly and respectfully adressing change in advance as well as why and how change must occur

low risk strategies

empowerment

sharing power in employment to make employees feel more valued and feel good about themselves in their role

low risk strategies

support

people who need assistance through the change process to help them

low risk strategies

incentives

deals of negociated agreements struck between managment and employees to ensure support for change - offering financial / non financial incentives to ensure support for change

high risk strategies

threat

communication intended to inflict harm or loss on another person eg. loss of promotion

high risk strategies

manipulation

form of persuasion or coersion that forces an employee to do what you want them to do against their will

benefits of low risk strategies

preserve employee morale

maintian commitment to the business

mantians motivation

limitations of low risk strategies

slower to initate change

may require additional cost + time

benefits of high risk strategies

ensures change is implemented quickly

useful in crisis situations

limitations of high risk strategies

potential for fear + resentment

loss of motivation

leads to greater resistance

lewins three step change model

creating the perception that change is needed and then moving towards the desired change / level of behaviour and finally solidifying the change as the new norm, suggesting change is not an event but a process

lewins three step change model

unfreeze

prepare the business and employees for change by challenging the current ways of operating

1. communicate often

2. dispel rumors

3. empower action

4. involve people in the process

lewins three step change model