Business Unit 4 AOS2 - Implementing Change

leadership in change management

preparation and planning, communication, support, collaboration, accountability

leader - preparation and planning

develop a vision and plan of action, strategies and timeline

leader - communication

vision, challenges and timeline clearly communicated to stakeholders

leader - support

ensure employees are provided with assistance/services to help cope with change

leader - collaboration

ensure a team of people is formed to act as facilitators of change, delegate tasks so responsibility is shared

leader - accountability

leader is held responsible for when change is and isnt working

management strategies

Staff training, staff motivation, change in management styles or skills, increased investment in technology, improving quality in production, cost cutting, initiating lean production techniques, redeployment of resources, innovation, global sourcing of inputs, overseas manufacture, global outsourcing

CSR considerations

the environment, employees/managers, customers, suppliers, general community

corporate culture

• - establishing appropriate rites, rituals and celebrations

• - changing the prevailing management style

• - ensuring staff members are given sufficient training to reflect values of the business

• - senior managers and heroes of the business acting as role models

• - communicating desired values to staff

• - hiring staff who fit the values of the business

• - rewarding employees who exemplify appropriate values

Senges learning organisation

peter senge developed the concept that business should aim to become learning organisations to excel in the future and become dynamic and adaptable entities, he described 5 disciplines he believes are necessary to generate a learning organisation

systems thinking

‘cornerstone’ of the learning organisation, business does not operate in isolation but is instead interconnected to the whole

personal mastery

the practice of undertaking individual growth and learning. “organisations learn only through individuals who learn”

mental models

deeply ingrained assumptions, generalisations or pictures/images that influence how we understand the world and how we take action

building shared vision

people excel and learn because they want to, not because they are told to

team learning

the process of aligning and developing the capacities of a team to create the results its members truly desire

stewards

commitment to and responsibility for the vision

teacher

fostering learning for everyone, manage tension

designer

design the governing ideas of the business

low risk strategies

the best ways to effectively manage change, likely to generate positive outcomes in the short and long term, tend to seek small and incremental changes

support, communication, empowerment, incentives

high risk strategies

associated with an autocratic approach to change, their failure may generate negative outcomes, may work effectively in short term but can permanently damage relationships in the long term

manipulation and threat

manipulation

manager selectively leaves out relevant information about change so it appears more favourable or necessary

threat

manager uses power to force change resistors to conform

incentives

refers to any financial or non financial rewards provided to employees to encourage them to embrace a change eg. training, bonuses, career advancement

empowerment

refers to involving employees in the change process, providing them with greater responsibility and decision making power

Lewins Change Model

unfreeze, change, refreeze

unfreeze

before the change, preparing the business for change

change

moving from current situation to new situation

refreeze

putting strategies in place to ensure change is stabilised

KPIs to evaluate transformation

review KPIs following a business transformation to determine if it was successful, or if further changes/modifications need to be made.

objectives should be reflected in the KPIs it uses as sources of dats

business uses KPIs at all stages, whether it needs to change, help establish BO, develop and implement strategies, evaluate performance during/after change, implement more strategies while continuing to review KPIs