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THE MANAGEMENT OF CHANGE

THE MANAGEMENT OF CHANGE. Chapter 7 - Pp. 298 - 349. What is CHANGE?. Change represents any alteration in the organisational and work environment, ranging from small to major alterations. Small - remuneration packages, promotion policies, hours of operation.

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THE MANAGEMENT OF CHANGE

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  1. THE MANAGEMENT OF CHANGE Chapter 7 - Pp. 298 - 349

  2. What is CHANGE?

  3. Change represents any alteration in the organisational and work environment, ranging from small to major alterations. • Small - remuneration packages, promotion policies, hours of operation. • Major - diversification, expansion overseas, relocation, takeover.

  4. Why is CHANGE inevitable? or Why is CHANGE necessary? YOU provide reasons

  5. What is the difference between PROACTIVE and REACTIVE change? • What do you think is preferable? Why?

  6. Sources of Change • This refers to earlier Unit 3 work - the Business Environments. • Internal - the organisation has total control. • Operating & Macro(External) - the organisation has a varying degree of control and influence. • Refer to Figure 7.2 - P. 302

  7. EXTERNAL INFLUENCES • These are the most obvious and important source of change, involving: • Markets - global v. domestic. • Competition - market power, monopoly, collusion. • Economic - interest rates, taxes, boom/doom conditions. • Geographic - climate, population. • Social - socially responsible, ethical. • Legal - legislation(Work Choices, Media Deregulation). • Government - ACCC, ASIC, TPC, FIRB, High Court. • Technological - on-line commerce, communications, robotics.

  8. INTERNAL INFLUENCES • Not as significant as external, but can have an effect upon promoting change. • Pp. 310 - 315.

  9. DRIVING & RESTRAINING FORCES • Explain Kurt Lewin’s force-field analysis model. • Why is this important in regard to initiating and implementing change in an organisation? • Consider this model in respect of the Bendigo Bank and Adelaide Bank proposed merger. Make a list of the DRIVING and RESTRAINING forces(refer to Fig. 7.9 - P. 316).

  10. RESISTANCE TO CHANGE • Why are these essential to consider in regard to change? • Refer to Fig. 7.10 and briefly explain each reason under the three category headings. • Why is it important for management to understand and give consideration to each of these categories? • COMPLETE questions 3, 4, 9 & 11 - P. 320

  11. KURT LEWIN’S MODEL FOR EFFECTIVE CHANGE MANAGEMENT • Outline the THREE stages in Lewin’s model for effective change. • Why is it important for management to have such a model? • Relate to the Bendigo-Adelaide Banks proposed merger: what stage of the Lewin model is relevant to this case study? Why?

  12. Management Tactics for Effective Change

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