bus man unit 4 aos2

fuck this aos. I'm gonna do DP2 as its own thing bc it's scaring me how big it is

leadership

the skill of a manager to influence and motivate employees towards the achievement of business objectives

Hemerling’s theory of leadership through change

• inspire through purpose

• go all in

• give people what they need to succeed

• instil a culture of continuous learning

• demonstrate directive yet inclusive leadership

corporate culture

the shared values and beliefs of people within a business

official corporate culture

• the set of values and beliefs that the business wishes to establish

• formal written expressions and is visible

real corporate culture

• the actual or prevailing valuese and beliefs of a business

• refers to the real relationships and interactions between people in the business

strategies to develop corporate culture

• changing management styles

• business policies

• preserving stories, narratives, and rituals

changing management styles

• businesses may choose to incorporate more decentralised decision making or two way communication

business policies

• a written statement of processes, procedures, rules, and regulations

• helps maintain consistent and expected behaviours

perserving stories, narratives and success setories

• tell stories about heroes and success stories

• celebrate events such as birthdays

• host social events

Senge’s learning organisation

where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together

the five principles of learning organisation

• systems thinking

• personal mastery

• mental models

• building shared vision

• team learning

• acrostic → Maddy Stopped Business To Play

systems thinking

• involves the manager seeing the entire organisation rather than small segments

• analysing the relationships that exist within an organisation

personal mastery

• where individuals within the business undertake continual learning towards their personal vision

mental models

• deeply entrenched assumptions, generalisations and images of how people understand the world

• people within an organisation should challenge any entrenched mental models

building shared vision

• creating a ‘shared picture of the future’ that all people within the business believe in

• visions should come from a range of people and not just the leader

team learning

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

advantages of Senge

• organisations become more flexible, adaptive, and productive in times of change

• creates a culture where people are driven to learn and improve

• increases creative thinking, innovation and hence business productivty and competitiveness

• employee motivation and skills increase

disadvtanges of Senge

• requires cultural change, which can take time

• large businesses can struggle to share ideas and knowledge between all members

low risk strategies

• participative approach to implementation of change, use of communiaction, empowerment, work groups, and support for those who are impacted

communication

• process of creating and exchanging information between people that produces the required response

• use two way communication

• communication should be open and honest

adv of communication

• employees understand the reason for the change and why it is necessary

• employees are informed about the impact on them and they are kept up to date

disadv of communication

• time consuming to organise staff meetings or communication

empowerment

• giving employees permission to make limited decisions without having to consult superiors

• decentralised decision making

• allow employees to offer suggestions in the process of change

adv of empowerment

• employees are more likely to be a driving force because of their involvement in change

• better decisions and strategies can be generated with employee input

disadv of empowerment

• employees may not have the skills or knowledge to meaningfully participate in decision making

• it is time consuming

• the eventual change might not be the change desired by management due to employees having different ideas

support

• designed to show care, encouragement and acknowledge for employees’ work

adv of support

• employees will feel more comfortable with the change

• employees won’t feel insecurity and fear

• inspires confidence in staff that they won’t be left behind by the change

disadv of support

• time consuming

• expensive to provide support services

incentives

• inducement offered as a way to gain support for the change

• needs to be seen as encouragement and not a bribe

adv of incentives

• less resistence because employees have incentive not to resist

• empowers employees and enhances their support

disadv of incentives

• can be costly for the business

• employees may feel they are being manipulated into the change

high risk strategies

• autocratic approach to implementing change, involving the use of force, threats, and manipulation of situation

manipulation

• where the business may provide selective information and not disclose the full impact of a particular change

• managers may make the change sound more advantageous to employees than they really are

adv of manipulation

• can get employees on board with the change quickly

• doesn’t cose the business money

• quick, easy and cheap

disadv of manipulation

• if employees discover this has occurred, it could damage trust and relationship with management

• decrease employees’ feelings of worth in the business

• it can be considered deceptive and unethical

threats

• forcing employees to embrace the change or risk negative consequences

adv of threat

• employees may not resist change in fear of consequences

• doesn’t cost money or resources

• quick, easy, and cheap

disadv of threat

• will harm the relationship bewteen management and employees

• will negatively impact corporate culture

• employees may resist by becoming unproductive or can start industrial action

three step change model (lewin)

• unfreeze the current sitaution/status quo

• change from the current to the new situation

• refreeze the new situation and embed the change

step 1: unfreeze

• breaking down the exisiting situation or status quo

• steps include:

  • identifying what needs to change

  • creating urgency by demonstrating a need for change

  • challenging current beliefs that may resist change (restraining forces)

  • assisting people to unlearn their current behaviour

• this is where force field analysis occurs

step 2: change

• switch from current to the new desired state (with new processes and practices)

• it is important that open communication and support is used in this stage

• people should be empowered to take action

step 3: refreeze

• ensure that the new behaviour and change are stabilised and reinforced

• embedding the change into policies, procedures and culture

• continuous support and training provided to employees

• celebrate successes

• ensures the new way of doing things is consolidated and the business does not revert to its old ways

corporate social responsible

• the commitment by businesses to go above and beyond legal obligations to ensure they are acting in an ethical manner in relation to social, economic and environmental considerations

CSR and employees

• most employees want to work for businesses that practise CSR

• employees can contribute to their community through volunteer work

• tasks and jobs may be modified due to CSR considerations, and may require training

• new and better candidates may also consider CSR when applying to business

CSR and managers

• managers want to work in a business that is contributing beyond profit and allows them to make an impact on others

• during times of change (particularly with downsizing) managers need to ensure they maintain regular communication with employees

• they should also consider consultative or participative management styles

CSR and customers

• customers want to buy goods and receive services from a business that is contributing to society

• businesses may experience improved revenue and profits due to their improved reputation

• they should also consider the impacts on quality when altering products

CSR and community

• there is an expectation that businesses will contribute to and improve the wellbeing of society

• businesses need to consider the interests and opinions of the public, and examine ways to reduce waste and emissions to support greener tech

CSR and community

• suppliers will often align with businesses they see as being socially responsible

• businesses may also wish to work exclusively with local suppliers

• relationships are likely to change when codes of conduct and other procedures are implemented

how to ensure change is successful

• commit to the change

• consider effect on people

• ensure the skills and knowledge to execute are in place

reviewing KPIs to evaluate effectiveness of change

• businesses use KPIs to evaluate their performance

• this drives the business to implement changes

• businesses then review KPI data to assess if changes have been successful

• this allows businesses to continue on the same path or make modifications

importance of reviewing KPIs

• can see if there are any trends emerging after change

• a range of KPIs should be checked against projected plans and compared with competitors to get a holistic evaluation of change

• KPI can be used as evidence for successful change