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Unit 4 AOS2 Implementing change - Coggle Diagram
Unit 4 AOS2 Implementing change
change leadership
LEADERSHIP in change management: is the ability to positively influence and motivate employees towards achieving goals during a transformation and implementing strategies to prepare the organisation to undergo a transformation
how can they show leadership?
build shared vision
provide ongoing communication
provide ongoing support
Management strategies to respond to KPI's
INVESTMENT IN TECH: involves implementing automated and computerised processes into business's operations systems
IMPROVING QUALITY: involves a business implementing processes that increase the perceived value of its g/s
INITIATING LEAN MANAGEMENT: involves a business adapting lean management strategies to systematically reduce waste in all areas of production while simultaneously improving customer value
STAFF TRAINING: involves businesses equipping employees with the knowledge and skills required to perform work tasks
STAFF MOTIVATION: is the willingness of an employee to expend energy and effort in completing a task
INNOVATION: is the process of altering and improving or creating new products or procedures
GLOBAL SOURCING OF INPUTS: involves a business acquiring raw materials and resources from overseas suppliers
GLOBAL OUTSOURCING: involves transferring specific business activities to an external business in an overseas country
OVERSEAS MANUFACTURING: involves a business producing goods outside of the country where it's headquarters are located
change of management SKILLS: involves a manager altering the way they approach business tasks and collaborate with employees
change of management STYLE: involves a manager altering the way they direct and communicate with employees.
COST CUTTING: is the process of reducing business expenses by decreasing unnecessary costs and maximising profits
REDEPLOYMENT OF RESOURCES: involves reallocating natural, labour, capital resources to different areas of the business where they can be used most productively.
Development Corporate Culture
REAL CC: the shared values and beliefs that develop organically within the workplace and are practiced on a daily basis by employees. - type of employees - workplace environment - business rituals - management styles
OFFICIAL CC: involves the shared views and values that a business aims to achieve, often outlined in written format.
shared objectives
policies
training
symbols
uniform
Senge's learning organisation
MENTAL MODELS: are existing assumptions and generalisations that must be challenged so that learning and transformation can occur
SYSTEMS THINKING: is a management approach that considers the interrelationship between the parts of a whole system. Analysing business as a whole rather than seperate parts
TEAM LEARNING: is the collective learning that occurs when teams share their experience, insights, knowledge, and skills to improve practices. Combine strengths to grow together as a team
PERSONAL MASTERY: is the discipline of personal growth and learning, aligned with one's values and purpose. Committed to a continuously developing/improving themselves
SHARED VISION: is an aspirational description of what an organisation and it's members would like to achieve. Promotes goals, unified focus and helps to align individual efforts to achieve business vision
Senge's is an organisation that facilitates growth of its members and continuously transforms itself to adapt to changing environments
Low risk strategies
SUPPORT: involves managers providing employees with assistance as they move from current to new practices
EMPOWERMENT: involves managers providing employees with increased responsibility and authority during times of change
COMMUNICATION: involves managers openly and honestly transferring info to employees and listening to their feedback so they are fully aware of reasons for and impacts of upcoming change
INCENTIVES: involves managers providing financial or non financial rewards to encourage employees to support change
LOW RISK: are measured management approached that gradually encourage employees to accept and participate in business change. Aim to reduce employee resistance to change by assisting them to understand and accept proposed change
know ads & disads for each
high risk strategies
MANIPULATION: involves influencing employees to support a proposed change by providing incomplete and deceptive information about the transformation
THREATS: involves forcing employees to follow proposed change by stating that they may or will cause harm to them if they fail to do so eg. cutting shifts
HIGH RISK: are autocratic management approaches used to influence employees to quickly accept and follow business change
know ads & disads for each
Lewin's three step change model
UNFREEZE: involves moving a business to state where stakeholders are prepared to undergo change through communication and creating a sense of urgency
CHANGE: involves moving the business towards its desired state by transforming practices to meet objectives
REFREEZE: involves ensuring a change is sustained within a business for the long term by anchoring change in policies, procedures & culture.
change and stakeholders
MANAGERS: responsible for overseeing specific areas of business and coordinating employees and activities to meet objectives. During change they are required to lead, support and implement transformation
EMPLOYEES: play a crucial role in successful business change as they handle tasks that help achieve business objectives. Their roles and responsibilities are effected by change
CUSTOMERS: people who buy a businesses g/s. When business changes its often to align with preferences. Change can impact customers by affecting quality, price and experience of the g/s they receive
SUPPLIERS: rely on them to deliver raw materials and resources needed for production. Change often involves alteration in the production process and therefore can significantly impact suppliers
GENERAL COMMUNITY: when business operated its activities unintentionally impact general community both directly and indirectly and overall societal wellbeing
positive & negative effects on each
OWNER: responsible for making major decisions associated with change and ensuring it's success. May propose changes and be significantly impacted by results
importance of evaluating change
evaluate effectiveness of KPI's and management strategies
ensure change meets objectives
identify areas for further improvement
detect any unintended impacts
allow for adjustments in strategies and resource allocation
align changes with long term goals, optimise performance and maintain success
why is it important and what does it tell the business?
whether change has achieved goals
identify unintended impacts
highlights performance trends and success of specific strategies
how well change has been integrated and overall impact
efficiency of resource use
CSR considerations for change
EMPLOYEES: crucial to consider employee wellbeing as change can lead to job loss or role changes. Address social, financial and mental wellbeing and implement strategies to reduce negative impacts eg. outplacement, counselling, training
GENERAL COMMUNITY: reduce or eliminate practices that harm societal wellbeing, and operate in ethical manner to support community development eg. local suppliers (jobs and economy), redeploying staff to decrease unemployment
ENVIRONMENT: operate in environmentally responsible way to preserve natural environment and wildlife. eg. purchase tech that reduces errors and waste, energy efficient facilities
know ads & disads