08 Organizational Change

Question 1

This refers to a system of planned interventions designed to change an org’s structure and/or processes to achieve a higher level of functioning

Answer 1

organizational development (OD)

Question 2

OD facilitates orgs to develop or change themselves in response to (blank)

Answer 2

environmental influences

Question 3

This model was developed to explain how the change process work

Answer 3

force field analysis model

Question 4

2 forces that make up the force field analysis model

Answer 4

driving and restraining forces

Question 5

3 phases of planned change

Answer 5

1. unfreezing
2. changing/moving
3. refreezing

Question 6

[Phases of Planned Change]

This stage involves creating disequilibrium between driving and restraining forces

Answer 6

unfreezing

Question 7

[Phases of Planned Change]

This stage involves taking specific actions to create change

Answer 7

changing/moving

Question 8

[Phases of Planned Change]

This stage involves the formalization of systems and conditions to reinforce and maintain the desired changes

Answer 8

refreezing

Question 9

This refers to practices that have been around for a long time and invisibly reduce productivity

Answer 9

sacred cow

Question 10

3 types of sacred cow

Answer 10

• paper cow
• meeting cow
• speed cow

Question 11

This cow refers to unnecessary paperwork

Answer 11

paper cow

Question 12

This cow refers to the number and length of meetings that may be unnecessary

Answer 12

meeting cow

Question 13

This cow refers to unnecessary deadlines that cause employees to work at a faster than optimal pace

Answer 13

speed cow

Question 14

This refers to attitudes/behaviors indicating unwillingness to make or support a desired change

Answer 14

restraining forces

Question 15

Resistance needs to be seen as a (blank)

Answer 15

resource for change

Question 16

6 reasons why people resist change

Answer 16

• direct costs
• saving face
• fear of the unknown
• breaking routines
• incongruent organizational systems
• incongruent team dynamics

Question 17

[People & Change]

Someone who enjoys change and often makes changes just for the sake of it

Answer 17

change agent

Question 18

[People & Change]

Someone who is not afraid o change or make changes, but only when the changes will improve the org

Answer 18

change analyst

Question 19

[People & Change]

Someone who will not instigate change but is willing to change

Answer 19

receptive changer

Question 20

[People & Change]

Someone who will certainly not instigate or welcome change but will change if necessary

Answer 20

reluctant changer

Question 21

[People & Change]

Someone who hates change, is scared by it, and will do anything they can to keep change from occurring

Answer 21

change resister

Question 22

5 stages employees go through during change

Answer 22

1. denial
2. defense
3. discarding
4. adaptation
5. internalization

Question 23

[Employees & Change]

Employees try to convince themselves that the old way is still working

Answer 23

denial

Question 24

[Employees & Change]

Change is perceived as an inherent criticism that employees must have been doing things wrong

Answer 24

defense

Question 25

[Employees & Change] Employees begin to realize that change is inevitable

Answer 25

discarding

Question 26

[Employees & Change] Employees begin to make adjustments in the way they perform

Answer 26

adaptation

Question 27

[Employees & Change] Employees have become immersed in the new culture and are comfortable with the new system

Answer 27

internalization

Question 28

The unfreezing phase creates a (blank)

Answer 28

an urgency for change

Question 29

Unfreezing is most difficult when (blank)

Answer 29

the org is doing well

Question 30

2 strategies in creating urgency to change without external drivers

Answer 30

- persuasive influence | - positive vision

Question 31

The changing phase entails moving to the (blank)

Answer 31

desired condition

Question 32

3 steps in the changing phase

Answer 32

- create a guiding coalition - develop and communicate a shared vision - help employees make the change

Question 33

To avoid employees slipping back to old patterns, leaders can do these 3 strategies in the refreezing phase

Answer 33

- use new appraisal systems - alter rewards to reinforce new behaviors - monitor and assess progress

Question 34

4 approaches to org change

Answer 34

- action research - appreciative inquiry - large group interventions/future search - parallel learning structure approach

Question 35

This is a problem-focused change approach that combines action and research orientations

Answer 35

action research approach

Question 36

5 stages of the action research approach

Answer 36

1. form client-consultant relations 2. diagnose need for change 3. introduce intervention 4. evaluate/stabilize change 5. disengage consultant's services

Question 37

This refers to fine-tuning the system and taking small steps toward a desired state

Answer 37

incremental change

Question 38

This refers to the system being overhauled decisively and quickly

Answer 38

quantum change

Question 39

Incremental change is risky when the org is (blank)

Answer 39

misaligned with its environment as the change threatens the org's survival

Question 40

2 undesirable outcomes of quantum change

Answer 40

- traumatic to employees | - offers little opportunity for correction

Question 41

This organizational change approach directs the group's attention to the group's potential and positive elements

Answer 41

appreciative inquiry

Question 42

The 4D model of appreciative inquiry

Answer 42

1. discovery 2. dreaming 3. designing 4. delivering/destiny

Question 43

This organizational change approach consists of system-wide group sessions to identify trends and establish ways to adapt to those changes

Answer 43

future search/large group interventions

Question 44

This organizational change approach is a highly participative arrangement where people from most levels of the org follow the action research to produce changes

Answer 44

parallel learning structure approach

Question 45

6 common OD interventions

Answer 45

- downsizing - empowerment - sensitivity group - process consultation - teambuilding - six sigma

Question 46

Greatest losses when downsizing comes from these 3 areas

Answer 46

- middle line - technostructure - support staff

Question 47

This involves giving traditional nonmanagerial personnel managerial-type powers

Answer 47

empowerment

Question 48

This is a human process intervention with the aim of increasing participants' insights into their own behaviors

Answer 48

sensitivity group

Question 49

Sensitivity groups are (blank) groups that encourage an open expression of feelings

Answer 49

trainer-guided

Question 50

The success of sensitivity groups depend on these 2 factors

Answer 50

- feedback from each person | - willingness to be candid

Question 51

Sensitivity groups can be dangerous if (blank)

Answer 51

it is led by an incompetent trainer

Question 52

This is a human process intervention where an outside consultant assists in solving internal org problems after diagnosis

Answer 52

process consultation

Question 53

This is a human process intervention that uses high-interaction group activities to increase trust and openness among members

Answer 53

teambuilding

Question 54

This is a method of improving business processes using statistical information to achieve greater customer satisfaction

Answer 54

six sigma

Question 55

Six Sigma evolved from the principles of (blank)

Answer 55

total quality management

Question 56

What is the objective of Six Sigma?

Answer 56

to understand the variability in the quality of products/services and to reduce that variability that results in customer dissatisfaction

Question 57

5 critical phases of Six Sigma

Answer 57

1. defining customer requirements 2. measuring critical variables 3. analyzing variables to determine underperformance 4. improve by determining potential solutions 5. control