BUS U4 AOS2 EXAMPLES

effective leadership during change eg.

• build a shared vision

• provide ongoing communication and support

• resolve conflict

management strategies

• staff training

• staff motivation

• innovation

• increased investment in tech

• improved quality in production

• cost cutting

• lean production techniques

• redeployment of resources

• change in management styles and skills

• global sourcing of inputs

• overseas manufacture

• global outsourcing

staff motivation eg

performance based pay, career advancement, training, support, sanctions

management styles eg

autocratic, persuasive, consultative, participative, laissez faire

management skills eg

communication, delegation, leadership, planning, decision making, and interpersonal

cost cutting strategies

• merging or removing staff roles

• reducing employee work hours

• shutting down underperforming locations

lean techniques eg

pull, one piece flow, takt, and zero defects

types of resources

capital, labour, and natural

innovation strategies

• developing new products that meet existing customer needs

• promoting its products with unique marketing techniques

• implementing faster and more productive operations

what are the corporate culture strategies

• define and communicate

• lead by example

• change management style

• recruit and select

what the principles of learning organisation

• systems thinking

• mental models

• shared vision

• personal mastery

• team learning

low risk strategies

• communication

• empowerment

• support

• incentives

high risk strategies

• manipulation

• threat

manipulation eg

• providing only some of the facts or distorting them

• buying off some of the leaders of the resistors

• being deceptive about the reasons for decisions

threat eg

• loss of promotion

• loss of position

• transfer

• loss of benefits

aspects of low risk strategies

• seek small incremental changes

• involve employees more in the process of change

• results in greater trust of employees and reduces restraining forces

aspects of high risk strategies

• seek radical changes

• minimises the involvement of employees in the change process

• results in higher levels of conflict with employees

what are the steps of lewin’s change model

unfreeze, change, and refreeze

unfreezing requires:

• identifying what needs to change

• creating urgency by demonstrating the need for change

• challenging current beliefs that may resist change

successful change requires:

• clear goals on what needs to be done

• continued commitment towards achieving the goal

• effective communication and support to keep employees working towards the goal

• empowering employees to take action and embrace the change to be implemented succesfully

refreezing requires:

• new policies to be introduced to reinforce the new culture

• recognising employees that have made the change and rewarding them

• celebrating achievements

• ongoing support and training

positive effects on owners

• higher returns on investment

• opportunity to use leadership skills and build stronger employee relationships

• enhanced reputation with employees if change is successful

negative effects on owners

• financial and personal loss if change fails

• stress from increased workload and responsiblity

• possible resentment from staff if roles are cut or altered

positive effects on managers

• opportunity to develop new skills or advance career

• potential rewards if change is successful

• increased authority and responsibility, boosting skills and employability

negative effects on managers

• increased workload may cause stress

• may risk job loss if change fails

positive effects on employees

• new responsibilities may boost motivation and job satisfaction

• improved job security if change is successful

• may get rewards for contributing to successful change

negative effects on employees

• need to develop complex skills which could increase stress

• fear over job security if redundancies are expected

• increased responsibilities may harm performance if employees are unprepared

positive effects on customers

• improved product quality can increase satisfaction

• lower prices due to efficiencies

• CSR initiatives can enhance customer loyalty and satifaction

negative effects on customers

• cheaper inputs may reduce quality causing dissatisfaction

• price increases may reduce satisfaction

• discontinuing or altering products may fail to meet customer needs

positive effects on suppliers

• increased demand if the business requires more resources for production

• opportunity to form a stronger bond and long term relationship with the business

negative effects on suppliers

• reduced sales if the business switches supplier or discontinues a product

• needs to adjust processes to meet new business requirements possibly without choice

positive effects on general community

• creation of job opportunities boost local employment

• business expansion boosts customer traffic and sales for nearby businesses

• greater capacity to support local social causes after successful change

• reducing waste lowers the environmental impacts and improves living standards

negative effects on general community

• redundancies increases local unemployment and poverty

• store closures reduce traffic for surrounding businesses

• switching to overseas suppliers can increases environmental damage from transportation

CSR strategies for employees

• offering outplacement services

• providing counselling to reduce anxiety

• giving extra training to adapt to new roles or equipment

• using two way communication to reduce misunderstanding and answer employee questions during redeployment

CSR strategies for the community

• choosing local suppliers to boost local employment

• redeploying employees to reduce unemployment

• providing interview training for redundant employees to help them find new jobs

CSR strategies for the environment

• purchasing tech that reduces production errors and wastage

• choosing from local suppliers to lower carbon emissions

• building facilities using sustainable, energy efficient methods that minimise waste, pollution and protect local wildlife

advantages of CSR during change

• enhances business rep, helping maintain customer loyalty through uncertain times

• makes the business more attractive to employees amid change

• improves employee moral during transformation as they feel greater valued

• strengthens community support when change affects local areas

disadvantages of CSR during change

• may cause conflict if stakeholders resist CSR costs when profits are pressured

• CSR efforts during change might require costs that limit investment in core change initiatives

• managers may spend more time on CSR during change, which can slow decision making and operational focus

• poorly managed CSR risks being viewed as insincere, harming reputation