EXAM 2: Chapter 8 - Organizational Change Flashcards Preview

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Flashcards in EXAM 2: Chapter 8 - Organizational Change Deck (29):
1

Classical Theory

Basic Components of Any Organization People Differentiated Activities Cooperation toward GOAL Authority

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Neo Classical Theory

A more humanistic approach Questions the rigidity of classical theory Critiqued the four classical principles

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Seven Basic Parts of Organization

Operating Core Strategic Apex Middle line Technostructure Support Staff Ideology Politics

4

Theories of Org. Change

Structural Theory: Definition: Sum total of the ways in which labor or work is divided into distinct tasks and the ways these tasks are coordinated to achieve efficiency and control.

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Roles

Expectations of the role set for a job holder “Role episodes”: how we learn roles Role differentiation: Extent to which different roles are performed by employees in the same subgroup. Role conflict Role overload

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Norms

Shared expectations of a group May agree with, be different than, or be unrelated to organizational goals Enforced by positive reinforcement or by punishment Hawthorne studies: “binging” Exclusion from group activities Deviation over time = isolation

7

Organizational Culture

Shared Values, Beliefs, and Traditions that exist among individuals in the organization

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The Change Curve

A image thumb
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Stages of Change

Unawareness Awareness Understanding Adoption Sustaining

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Organizational Stages

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Employee Stages

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Components of Effective Change

Good timing and ideas, generally accepted

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The Success Equation

 D x V x F > R (maybe she wrote it on the board but apparently I did not write it down) 

If D (Dissatisfcation with how things are now) times V (Vision of what is possible) times F (First, concrete steps that can be taken for vision) is greater than R (Resistance) then change is possible.

14

Change Management

"The people side of Change"

  • Structured and Intentional
  • Research-based processes, tools, and techniques
  • Focused on readiness, willingness, and capability

increases usage and adoption of how work will be done tomorrow by suporting employee's transition.

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The Change Process

?

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Resistance Curve

A image thumb
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Why do people resist change

Vested interest of organizational members Fear of uncertainty Misunderstandings Social Disruption inconvenience Organizational Incompatibility Lack of top-level support and commitment Rejection of outsiders

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Value of repeatable Model for change

Used by project teams to manage the people-side of system, process, and organizational changes

19

Downsizing

The process by which an organization reduces its number of employees to achieve greater overall efficiency

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Outsourcing

Process of eliminating jobs within the organization by having those work functions contracted to other organizations

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Offshoring

The process of elimination jobs within the organization by having those work functions performed in cheaper labor markets overseas (offshores)

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Mergers and Acquisition

Organizational Merger: joining or combining of two organizations of approximately equal status and power Acquisition: The process by which one organization acquires or subsumes the resources of a second organization

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Global Organizations

Physical locations and employees are distributed throughout the world in addition to being an organization.

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Leveraging I/O knowledge

Stakeholder identification and engagement Influence and commitment Training and development Needs assessment, learning theory Organization and job design Job analysis, span of control, org structure Behavior change Antecedents and consequences Identify and overcome resistance Personality, communication Group and Team behavior Virtual teams, conflict, decision making

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Holistic Approach to Org. Change

?

26

Trends in Change Management

Positive Trends Greater awareness of the need for and value of change management Increased use of methodologies, tools, and language More engagement and earlier integration with project management More resources and positions devoted to change management Greater demand for change management training and certification Increased leadership support for change management Negative trend Underestimation and allocation of change management resources

27

Organizational Responsibility

A standard of organizational performance that recognizes the need for organizations to contribute to economic, social, and environmental welfare.

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Advantages of Locations for change management

?

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Greatest contributors for successful change management

Active, visible executive sponsorship Frequent, open communication about the change Structured change management approach Dedicated change management resources and funding Employee engagement and participation Engagement with and support from middle management