Chapter 13 Flashcards
(37 cards)
Nature of Organizational Change
Organization Change
Forces for Change
Planned Change
Reactive Change
Organization Change
Any substantive modification to some part of the organization
Ex: work schedules, machinery, employees
Forces for Change
External forces in the organization’s general and task environments that force the organization to alter the way in which it competes.
Internal forces inside the organization that cause it to change its structure and strategy; some internal forces are responses to external pressures.
Planned Change
Is designed and implemented in an orderly and timely fashion in anticipation of future events.
Reactive Change
Change that is a piecemeal response to events and circumstances as they develop.
Steps in the Change Process (Lewin Model)
Unfreezing
Implementing Change
Refreezing
Unfreezing
Individuals must be shown why the change is necessary.
Implementing Change
The change itself is implemented
Refreezing
Involves reinforcing and supporting the change so that it becomes a permanent part of the system.
People resist change because of:
Uncertainty about the extent and effect of change.
Threats to self-interests and power and influence.
Different perceptions of change effects and outcomes.
Feelings of loss in disrupted social networks, power, security, and familiarity with existing procedures.
Overcoming Resistance to Change
Encourage active participation in the change process.
Provide education and communication about the change process.
Facilitate the change process.
Facilitating the change process
Making only necessary changes.
Announcing changes in advance.
Allowing time to adapt to change.
Reengineering
The radical redesign of all aspects of a business to achieve major gains in cost, service, or time.
Need to Reengineering
Entropy is a normal process leading to system decline.
Approaches to Reengineering
Recognizing the need for change and acting on it with a sense of urgency.
Starting with a clean slate helps open up the process.
OD
Organizational Development
A planned, organization-wide effort, managed from the top, that is intended to increase organizational effectiveness and health through interventions in the organization’s processes using behavioral science knowledge.
Small changes over time rather than one big massive change.
OD Assumptions
Employees desire to grow and develop.
Employees have a strong need to be accepted.
Individuals will influence the organization and the organization will influence the individuals.
Organization Development Techniques
Diagnostic Activities Team Building Survey Feedback Education Intergroup Activities Third-Party Peacemaking Technostructural Activities Process Consultation Life and Career Planning Coaching and Counseling Planning and Goal Setting
OD Notes
The effectiveness of OD varies.
It focuses on updating employee skills on a continual basis, rather than reaching a point where the obvious need for change exists.
OD’s goal is to minimize the magnitude of future changes by recognizing small changes that can take place over time.
Innovation
The managed effort of a organization to develop new products or services or new uses for existing products or services.
The Innovation Process
Development Application Launch Growth Maturity Decline
Development Stage of The Innovation Process
Organization evaluates, modifies, and improves on a creative idea.
Application Stage of The Innovation Process
Organization uses developed idea in design, manufacturing, or delivery of new products, services, or processes.
Launch Stage of The Innovation Process
Organization introduces new products or services to the marketplace.
