Notes

Learning organisation refers to when people continually learn to create the results they trurly desire, where new expansive patterns of learning are nurtured, where collected aspirations are set free, and where people are continually learning to see the whole together.

MVPST
Mental models which is the elimination of any negative mindset of employees allowing the business to evolve, grow and change due to these operations.

Shared vision refers to taking time early in the change process to have the conversations needed to shape a truly shared vision. It is crucial in the business to build common understanding and commitments. All in all this will increase employee buy-in, as people feel they are part of the change process.

Personal Mastery is not something you posses. It is a process. A life long discipline. Senge argues that a business must focus intently of providing opportunities for employees within a business to become experts in their specic areas . People with high personal mastery will become aware of what they know, what they don't know, and where they can improve.

Systems thinking refers to evaluating the business' performance as a whole, rather than sepeate units. It is vital that businesses figure out what has worked and what has not worked. It is the ability too see the 'big picture' and to analyse all the interelationships and patterns of the change which took place. It helps us determine the cause and effect.

Senge stresses that it is important to promote collabarative approaches to learning. Team learning places emphasis on the team rather than individuals. When teams learn together, Senge argues that employees will frow more rapidly than otherwise.

The first stage of Lewins three step theory is the 'un-freeze' stage. In this stage, businesses create an awareness of current levels of acceptability, determine what needs to be changed, create the need for change via strong messages on why change needs to occur, and also manage and understand the doubts and concerns regarding the change. The second stage of the theory is 'change'. In this stage the manager must promote stong communication and empowering employees tp embrace the new ways of thinking and learn the new values and attitudes of the business. Problems are identified and action plans developed to enable implementation. Managers must communicate often, dispel any rumours and involve people in the change process. The last stage is the 're-freeze' stage. This stage is all about stabilizing, solidyfing and reinforcing the new change within the business. The stage ends when the benefits are realised. Managers should make sure they anchor the new changes within the business, sustain the change and celebrate.

reactive strategies:
staff training, staff motivation, management skills and styles, quality, technology, cost cutting, implement lean, and use resources effectively and efficiently

Proactive
niche, r&d, innovation, online shopping, global manufacturing, multiple branding, exporting goods/services, taking advantage of technology, franchising

leaders are vital part of the change process. Leaders seek for continous improvement, ensure the business does not stagnate, embrace change and are proactive. Leaders take on three distinctive characterstics. These having the ability to be interpersonal, informational and having the ability to make decisions. Leaders should ensure they articulate a clear vision, motivate and inspire staff and show strong communication.

Low risk stratagies are recommended when implementing change within an organisation as they direst management to proceed with change using caution. Providing ample notice and communicating the purpose of the benefits of the change will increase the amount of support shown by the employees to jump on board with the change. It allows for a smoother transition whilst building trust with the staff invloved.

High risk strategies are considered more dangerous when compared to low-risk stragegies as they may generate negative putcomes. These startagies shoudl be used for the last resort for cnage and when quick decisions need to be made. An autocratic management style would be most appropriate to this.

Manipulation is the form of persuasion that forces employees to do things you wan them to do agains their will. It invloves infuencing the employees view bu facts and interpretations.

Threat is a communicated intenet to inflict harm or loss on anothe erson.