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Managing Change - Buss 4

Culture
1. The way things are done in the business
2. Schein
  1. Suggested that culture is formed over time by:
    1. Basic Assumptions: individual beliefs and behaviours
    2. Organisational Values: mission statement
    3. Artefacts: visible and frequently used to show the culture
3. Strong Culture
  1. deeply embedded into the ways of the business
  2. Everyone understands what is needed of them
4. Weak Culture
  1. Core values are not clearly defined
  2. Little alignment between the way things are done and the values of the business
5. Types of Culture
  1. Entrepreneurial: staff take risks, come up with new ideas, enterprise and risk taking
  2. Handy
    1. Person: individuals express opinions fully, some conflicts, most creative
    2. Task: cooperation & teamwork, groups solve problems
    3. Power: power among few people, autocratic, swift decisions
    4. Role: clearly defined jobs, operate with rules, little creativity
Leadership
1. Autocratic: manager sets objectives, allocates tasks, insists on obedience, organised +employees respond immediately, dependent on tasks, obeying tasks quickly, lower costs - dissatisfied, high level of supervision, poor motivation
2. Democratic: encourages participation in decision making + can tap into the ideas of employees, better decisions are made, may operate quicker and better - consulting others take time, deadlines and targets missed
3. Paternalistic: managers sets the decisions and employees are expected to obey + get the job done how the manager want it to be done - is held responsible for all the decisions
4. Laissez Faire: allows employees to carry out jobs freely, relaxed +more empowered, more input, motivated - poor productivity, free to do what they wish, less motivation, little incentive to work
Strategic Change
1. Ansoff's Matrix
2. Scientific Decision Making
  1. Is based on data and uses a logical, rational approach to decision making
  2. + more secure
  3. + Can stop if data suggests failure
  4. - takes more time
  5. - hard for new businesses
3. Hunch Decision Making
  1. Is based on a manager's intuition and does not refer to data at all
  2. + Quicker process
  3. + Low cost
  4. + May have worked in the past / supports culture
  5. Does not guarentee success
4. Lewin - Change Management Model
Resistance to Change
1. Lewin's Force Field Analysis
  1. In order for change to occur the driving forces must be greater than the restraining forces
  2. The equilibrium can be changed by either adding forces in the desired direction or reduce the opposing forces
2. Kotter and Schlesinger
  1. Causes of resistance to change: -individuals are concerned with the implications for themselves - communication problems / inadequate information - sense of security - different assessments of the situation
  2. Overcoming resistance to change: 1) Education & Communication 2) Participation & Involvement 3) Facilitation & Support 4) Negotiation & Agreement 5) Manipulation & Co-option 6) Explicit & Implicit Coercion

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Managing Change - Buss 4

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	Created by Ellis Kearney almost 10 years ago