Notes

Chapter 6 Review:
1: Transforming a business refers to changing a business’s views, opinions or processes.
2: Proactive manager is prepared for change and is always one step ahead of any change that may occur. A reactive manager waits for change to occur and isn’t prepared for what may occur.
3: When implementing a change manager need to utilise leadership and interpersonal skills. Leadership skills encourage people to follow you and support your decisions. Interpersonal skills are skills that show empathy and create a connection between manager and employees.
4: KPI’s are specific criteria used to measure the efficiency and effectiveness of the business’s performance.
5: Driving Forces for Change.
A) Time: If it is plentiful allows for planning and readiness to implement change.
Employees: Provide valid ideas that can improve the success of a business
Competitors: To maintain a competitive advantage, they must remain ahead of their competitors.
Restraining forces for change.
B) Managers: may be stuck in their ways and not want to change.
Finance: the business may not be able to afford a change.
Time: If rushed the change may be ineffective or unable to be implemented.
6: Driving forces are those forces affecting a situation that are pushing in a direction and are supporting the good or proposed change. An example would be competitors, if you want to keep up with competitors to maintain profit, you need to change aspects of the business to survive. A restraining force is personal and organisational resistance to change that acts against the driving forces and could involve management, employees and competitors.
7: Often employees and management become complacent and comfortable with their positions and environment. Change often threatens the ‘comfort zone’ therefore people resist changes, no matter their position. There is also organisational inertia where employees and managers resist change because ‘they don’t do that here’
9: KPI’s that may lead to change are customer feedback, net profit, rate of productivity growth and level of staff turnover.
10: Change is any alteration in the internal or external environment. Setting achievable goals such as SMART goals allowed managers to clearly identify what needs to be done in terms of change. It allows managers to delegate roles to employees easier and implement a change more successfully.
11: Force Field Analysis refers to and outlines the process of determining which forces drive and which forces resist a proposed change. It identifies the driving forces such as managers and employees whilst also identifying resistance forces such as time and finance. The force filed analysis creates an action plan for the proposed change and how to strengthen driving forces and resolve resisting forces.Chapter 6 Review:
1: Transforming a business refers to changing a business’s views, opinions or processes.
2: Proactive manager is prepared for change and is always one step ahead of any change that may occur. A reactive manager waits for change to occur and isn’t prepared for what may occur.
3: When implementing a change manager need to utilise leadership and interpersonal skills. Leadership skills encourage people to follow you and support your decisions. Interpersonal skills are skills that show empathy and create a connection between manager and employees.
4: KPI’s are specific criteria used to measure the efficiency and effectiveness of the business’s performance.
5: Driving Forces for Change.
A) Time: If it is plentiful allows for planning and readiness to implement change.
Employees: Provide valid ideas that can improve the success of a business
Competitors: To maintain a competitive advantage, they must remain ahead of their competitors.
Restraining forces for change.
B) Managers: may be stuck in their ways and not want to change.
Finance: the business may not be able to afford a change.
Time: If rushed the change may be ineffective or unable to be implemented.
6: Driving forces are those forces affecting a situation that are pushing in a direction and are supporting the good or proposed change. An example would be competitors, if you want to keep up with competitors to maintain profit, you need to change aspects of the business to survive. A restraining force is personal and organisational resistance to change that acts against the driving forces and could involve management, employees and competitors.
7: Often employees and management become complacent and comfortable with their positions and environment. Change often threatens the ‘comfort zone’ therefore people resist changes, no matter their position. There is also organisational inertia where employees and managers resist change because ‘they don’t do that here’
8: Efficiency is how well a business uses it resources to achieve its stated objectives whereas effectiveness is how well a business achieves its stated objectives.
9: KPI’s that may lead to change are customer feedback, net profit, rate of productivity growth and level of staff turnover.
10: Change is any alteration in the internal or external environment. Setting achievable goals such as SMART goals allowed managers to clearly identify what needs to be done in terms of change. It allows managers to delegate roles to employees easier and implement a change more successfully.
11: Force Field Analysis refers to and outlines the process of determining which forces drive and which forces resist a proposed change. It identifies the driving forces such as managers and employees whilst also identifying resistance forces such as time and finance. The force filed analysis creates an action plan for the proposed change and how to strengthen driving forces and resolve resisting forces.