Worksheet – Chapter 38 | 第38章战略变革管理练习题

📚 Worksheet – Chapter 38 | 第38章战略变革管理练习题

This worksheet revises Cambridge International A Level Business Chapter 38, which focuses on strategic change management. It covers the triggers of strategic change, force-field analysis, corporate culture, the reasons why employees resist change, and the approaches managers can use to reduce resistance. Work through each section, complete the tasks, and use the exam-style questions to test your understanding.

本练习题复习剑桥国际A Level商务第38章，重点为战略变革管理。内容涵盖战略变革的触发因素、力场分析、企业文化、员工抵制变革的原因，以及管理者可用于减少阻力的方法。请完成各小节任务，并使用考试型问题检验你的理解。

1. Key Terms Builder | 关键术语构建

Before answering longer questions, make sure you can define these key terms accurately. They are the building blocks of Chapter 38.

在回答较长问题之前，请确保你能准确定义以下关键术语。它们是第38章的基础内容。

Strategic change — 战略变革：Altering the long-term direction, scope, or resource allocation of an organisation.
Incremental change — 渐进式变革：Small, continuous adjustments to existing strategies and practices over time.
Transformational change — 转型式变革：Major, radical change that reshapes the structure, culture, or business model of an organisation.
Corporate culture — 企业文化：The shared values, beliefs, norms, and assumptions that influence how people behave in an organisation.
Change agent — 变革推动者：A person or group responsible for leading and facilitating change within a business.
Force-field analysis — 力场分析：A framework for identifying driving forces that support change and restraining forces that block change.
Driving forces — 驱动力：Factors that push an organisation towards change.
Restraining forces — 制约力：Factors that resist change and pull the organisation back to its current state.
Resistance to change — 变革阻力：The actions or attitudes of individuals, groups, or systems that oppose or slow down change.
Unfreezing — 解冻：The first stage of Lewin’s model, where existing beliefs and behaviours are challenged.

Now test yourself: cover the right-hand side and write a one-sentence definition for each term.

现在自测：遮住右侧，为每个术语写一句话定义。

2. Triggers of Strategic Change | 战略变革的触发因素

Strategic change does not happen by accident. It is triggered by internal and external pressures that force a business to rethink its direction, structure, or operations.

战略变革不会偶然发生。它由内部和外部压力触发，迫使企业重新思考其方向、结构或运营方式。

Internal triggers include new leadership or management, consistently poor financial performance, a need to improve operational efficiency, technological changes inside the business, and organisational restructuring after growth or downsizing.

内部触发因素包括新任领导或管理层、持续不佳的财务表现、提高运营效率的需要、企业内部的科技变革，以及增长或缩减后的组织结构调整。

External triggers arise from the PEST environment: political and legal changes such as new regulations, economic conditions such as recession or changing exchange rates, social trends such as shifting consumer tastes, and technological breakthroughs such as digitalisation or automation. Competitive pressure is often the strongest external trigger.

外部触发因素来自PEST环境：政治和法律变化（如新法规）、经济状况（如经济衰退或汇率变化）、社会趋势（如消费者偏好转变）以及科技突破（如数字化或自动化）。竞争压力通常是最强的外部触发因素。

For a worksheet task, list two internal and two external triggers that could force a large supermarket chain to change its strategy.

练习题任务：列出两个内部和两个外部触发因素，可能迫使一家大型连锁超市改变其战略。

3. Force-Field Analysis | 力场分析

Force-field analysis is a decision-making tool used to assess whether a proposed strategic change is likely to succeed. It was developed by Kurt Lewin and shows the forces working for and against change.

力场分析是一种决策工具，用于评估拟议的战略变革是否可能成功。它由库尔特·勒温提出，展示支持和反对变革的力量。

In the model, driving forces push the business towards the desired change. Restraining forces pull it back or block progress. Managers can use the diagram to decide whether to proceed, to weaken restraining forces, or to strengthen driving forces.

在该模型中，驱动力推动企业走向期望的变革。制约力将企业拉回或阻碍进展。管理者可使用该图决定是继续推进、削弱制约力，还是增强驱动力。

Driving forces → CHANGE ← Restraining forces

A typical force-field analysis has four steps: identify the desired change; list all driving forces; list all restraining forces; assign a score to each force, often from 1 (weak) to 5 (strong); and then compare the total scores.

典型的力场分析有四个步骤：确定期望的变革；列出所有驱动力；列出所有制约力；为每种力量打分，通常从1（弱）到5（强）；然后比较总分。

Task: Draw a force-field diagram for a manufacturer that wants to introduce robots into its production line. Label three driving forces and three restraining forces, and give each force a score.

任务：为一家想在生产线上引入机器人的制造商绘制力场图。标出三个驱动力和三个制约力，并为每种力量打分。

4. Corporate Culture and Change | 企业文化与变革

Corporate culture is often described as ‘the way we do things around here’. It shapes how employees react to strategic change. A strong culture can support change if values align with the new strategy, but it can also create powerful resistance if the change challenges deeply held beliefs.

企业文化常被描述为“我们这里的做事方式”。它塑造员工对战略变革的反应。如果价值观与新战略一致，强大的文化可以支持变革；但如果变革挑战根深蒂固的信念，文化也可能产生强大的阻力。

Charles Handy identified four cultural types: power culture, role culture, task culture, and person culture. Power and task cultures may adapt more quickly because authority is centralised or teams are flexible. Role cultures, with their formal procedures and job descriptions, often resist change because people protect their defined roles.

查尔斯·汉迪提出了四种文化类型：权力文化、角色文化、任务文化和个人文化。权力文化和任务文化可能适应得更快，因为权力集中或团队灵活。角色文化具有正式程序和职位描述，员工往往保护自己的既定角色，因此常常抵制变革。

Worksheet question: Explain why a strong corporate culture can be both an advantage and a disadvantage when a business is implementing strategic change.

练习题问题：解释为什么在实施战略变革时，强大的企业文化既可能是优势，也可能是劣势。

5. Why Employees Resist Change | 员工为何抵制变革

Resistance to change is a normal human response, especially when employees feel uncertain or threatened. Understanding the causes helps managers design better implementation plans.

抵制变革是正常的人类反应，尤其是当员工感到不确定或受到威胁时。理解其原因有助于管理者设计更好的实施计划。

Common reasons include:

常见原因包括：

Self-interest — employees fear losing pay, status, authority, or job security.
Fear of the unknown — change brings uncertainty, and people prefer what they know.
Misunderstanding — poor communication leads to rumours and incorrect beliefs about the purpose of change.
Different assessment — employees may genuinely disagree with the change because they believe a different solution is better.
Loss of control — change can make people feel that decisions are being imposed on them.
Culture clash — the proposed change conflicts with the established values and norms of the organisation.
Increased workload — change often creates extra tasks before the benefits arrive.

中文对照：

自身利益——员工担心失去薪酬、地位、权力或工作保障。
对未知的恐惧——变革带来不确定性，人们更喜欢自己熟悉的事物。
误解——沟通不畅导致谣言和对变革目的的错误认识。
评估不同——员工可能真心不同意变革，因为他们认为另一种解决方案更好。
失去控制——变革可能让人觉得决策是强加给自己的。
文化冲突——拟议的变革与组织既有价值观和规范相冲突。
工作量增加——在效益到来之前，变革往往带来额外任务。

Task: Choose three of the above reasons and explain how each could apply to a bank introducing a fully online account-opening system.

任务：选择上述三个原因，解释每个原因如何适用于一家引入完全在线开户系统的银行。

6. Lewin’s Three-Step Model | 勒温三步模型

Kurt Lewin argued that successful strategic change passes through three stages: unfreezing, changing, and refreezing. This model is simple but useful for planning implementation.

库尔特·勒温认为，成功的战略变革经历三个阶段：解冻、变革、再冻结。该模型虽简单，但对规划实施很有用。

Unfreezing is the preparation stage. Managers must challenge existing attitudes and create awareness of why the current situation cannot continue. This often involves sharing data on falling sales, customer complaints, or competitive threats.

解冻是准备阶段。管理者必须挑战现有态度，让人们认识到为什么当前状况无法继续。这通常涉及分享销售下滑、客户投诉或竞争威胁等数据。

Changing is the movement stage. New

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Worksheet – Chapter 38 | 第38章 战略变革管理 练习题