Chapter 14 Flashcards
Organizational Change (22 cards)
forces for change
nature of the workforce, technology, economic shocks, competition, social trends, world politics
opportunities for change
CSR, teams, shared leadership, flatter structures, culture
change agents
people who act as catalysts and assume the responsibility for managing change activities
what are the steps in Lewin’s model?
unfreezing, moving, refreezing
unfreezing
change efforts to overcome the pressures of both individual resistance and group conformity
moving
efforts to get employees involved in the change process
refreezing
stabilizing a change intervention by balancing driving and restraining forces
driving forces
forces that direct behaviour away from the status quo
restraining forces
forces that hinder movement away from the status quo
action research
a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate
appreciative inquiry
a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate
what are the 4 D’s of appreciative inquiry?
discovery, dreaming, design, destiny
what are the advantages and disadvantages of outside agents?
objective perspective
do not have an understanding of company, do not have to live with repercussions
what are the advantages of internal agents?
more thoughtful and cautious, have to live with repercussions
individual resistance to change
Individual sources of resistance to change reside in basic human characteristic such as perceptions, personalities, and needs
organizational resistance to change
organizations are conservative in nature and actively resist change
how to overcome resistance to change
education and communication, participation and involvement, building support and commitment, developing positive relationships, implementing changes fairly, manipulation and co-optation, selecting people who accept change, explicit and implicit coercion
learning organization
an organization that has developed the continuous capacity to adapt and change
single-loop learning
a process of correcting errors using past routines and present policies
double-loop learning
a process of correcting errors by modifying the organization’s objectives, policies, and standard routines
the components of a learning organization
continuous learning, inquiry and dialogue, team learning, embedded system, empowerment, system connection, strategic leadership
characteristics of a learning organization
1) The organization has a shared vision that everybody agrees on
2) People discard their old ways of thinking that the standard routines they use for solving problems or doing their jobs
3) Members think of all organizational processes, activities, functions, and interactions with the environment as part of a system of interrelationships
4) People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment
People suppress their personal self-interest and fragmented departmental interests to work together to achieve the organizations’ shared vision
