Leadership in Change Management Practise Flashcards

A comprehensive set of vocabulary flashcards covering leadership, management strategies, Senge's Learning Organisation, Lewin's Three-Step Change Model, and stakeholder effects during business change.

Leadership in change management

The ability to positively influence and motivate employees towards achieving business objectives during a transformation.

Staff Training

A business equipping employees with the knowledge and skills required to perform work tasks, used to increase quality, productivity, and safety.

Coaching

An on-the-job training method where an employee is taught by an existing employee how to perform the job.

Mentoring

An on-the-job training method involving watching an existing employee perform the job and learning from their experience and advice.

Job rotation

Completing a number of jobs in a field of the business to see how they all interconnect.

Job shadowing

Following an experienced worker for a few days, watching what they do and how they do it.

Staff Motivation

Managers implementing strategies that seek to drive employees to work towards the achievement of business objectives, particularly when commitment is low.

Change in management styles or skills

Managers altering their way of directing and interacting with staff, considering factors like task complexity, employee experience, and time.

Increased investment in technology

The implementation of automated and computerised processes for production and operations, such as automated production lines, CAD, CAM, or website development.

Quality Control

A quality management strategy involving a "check and reject" process to ensure products meet standards.

Quality Assurance

A quality management strategy that allows a business to use a specific tag or certification to indicate goods or services meet customer expectations.

Total Quality Management (TQM)

A quality management approach based on the principles of customer focus, continuous improvement, and employee participation.

Lean Management

A systematic process for eliminating waste so the end customer gets the most value from their perspective with fewer resources.

Pull

A principle of lean production where the business is led by customer demand.

Takt (Maintain Flow)

A principle of lean production focusing on synchronising all steps for "continuous flow."

Cost Cutting

The process of reducing business expenses, such as lowering salary costs, reducing wastage, or sourcing lower-cost suppliers.

Redeployment of resources

The reallocation of natural, labour, and capital materials to different areas of the business to improve effectiveness and productivity.

Innovation

An improvement or invention that enhances or extends a business, often prompted by KPIs like wastage levels or market share.

Global sourcing of inputs

Exploiting global efficiencies such as cheaper raw materials, lower labour costs, and reduced tax rates available in other countries.

Overseas manufacture

A strategy where a good is produced in a country different to the location of the business's headquarters.

Global outsourcing

Transferring some part of a business’s operations to an external person or business in another country.

Policy

A written statement detailing processes, procedures, rules, and regulations that must be observed in a given situation.

Vision Statement

A statement that formally sets out the business aspirations or what the business is trying to achieve.

Mission Statement

A statement that defines the purpose of a business or its reason for being.

Learning Organisation

A concept developed by Peter Senge in 1990 describing a business that facilitates the growth of its members and continuously transforms itself.

Systems thinking

The ability to understand the interrelationships between different areas of a business and analysing it as a whole rather than separate parts.

Mental models

Challenging the pre-existing assumptions, beliefs, and mindsets that people have about a business and its practices.

Personal mastery

Encouraging individual development and learning through business activities, where individuals take more initiative and responsibility.

Team learning

The principle where individuals combine their strengths and abilities to work together and develop skills faster than they would individually.

Low-risk strategies

Gradual management approaches, such as communication, empowerment, support, and incentives, that encourage employees to participate in business change.

High-risk strategies

Autocratic management approaches, such as manipulation and threat, used to influence employees to quickly accept a top priority business change.

Unfreeze

The first step in Lewin’s model involving challenging current beliefs and preparing stakeholders for change by demonstrating its importance.

Change

The second step in Lewin’s model which transforms business practices toward a desired state while providing ongoing support and training.

Refreeze

The final step in Lewin’s model that ensures change is sustained long-term by embedding it into everyday operations and policies.