org Flashcards
(104 cards)
1
Q
a planned, systematic change in the values or operations of employees to create overall growth in a company or organization. It differs from everyday operations and workflow improvements in that it follows a specific protocol that management communicates clearly to all employees.
A
Organizational development
2
Q
refers to a deliberate and structured approach to transforming an organization or system. It involves a comprehensive and integrated plan to achieve
significant and lasting changes.
A
Systematic change
3
Q
Key characteristics of systematic change:
A
- Planned and intentional
- Holistic approach
- Integrated and aligned
- Data-driven
- Inclusive and participative
- Continuous monitoring and evaluation
4
Q
Change is deliberately planned, designed, and
implemented.
A
Planned and intentional
5
Q
Considers the entire organization or system, including its culture, processes, structures, and technology.
A
Holistic approach
6
Q
Change initiatives are aligned with the organization’s overall strategy, goals, and values.
A
Integrated and aligned
7
Q
Decisions are informed by data, analysis, and feedback.
A
Data-driven:
8
Q
typically refers to a leadership style characterized by a strong motivation
to achieve goals and succeed.
A
Driven leadership
9
Q
key elements of driven leadership
A
- Clear vision and goals
- High energy and motivation
- Strategic thinking
- Resilience and adaptability
- Strong work ethic
- Accountability
10
Q
Stakeholders are engaged and involved in the change process
A
Inclusive and participative
11
Q
Progress is regularly assessed, and
adjustments are made as needed.
A
Continuous monitoring and evaluation
12
Q
Systematic change can involve various aspects, such as:
A
- Organizational design
- Process improvement
- Innovative Business Process
- Technology implementation
- Leadership development
13
Q
Restructuring, reorganizing, or redesigning the organization.
A
Organizational design
14
Q
Streamlining, optimizing, or innovating business processes.
A
Process improvement
15
Q
Shifting the organization’s culture, values, and behaviors.
A
Innovative Business Process
Cultural transformation
16
Q
Introducing new technologies, systems, or tools.
A
Technology implementation
17
Q
Team Development
A
- Team-building activities and retreats
- Team coaching and facilitation
- Cross-functional team projects
18
Q
are difficulties employees face that prevent them from accomplishing their goals. In the workplace, problems can manifest in the environment and among team members and management. A company’s operations can change over time, requiring employees to adjust to new policies and find productive ways to work together. While organizational challenges exist, there are also efficient ways to address them and prevent them from reoccurring.
A
Organizational challenges
19
Q
Examples of common organizational challenges
A
- Turnover
- Disconnect between coworkers
- Lack of productivity
- Limited innovation
20
Q
refers to a company’s ability to recruit and retain employees. With high___________
employees start working at an organization, only to stop working quickly. Recruiters have
to spend additional time and resources launching a hiring process to replace the
employees who resigned.
can be a product of the work environment or
leadership style. It’s important for organizations to prioritize employee satisfaction, which helps keep professionals enjoying their work and attracting qualified candidates to vacant
positions.
A
Turnover
21
Q
Coworkers who feel disconnected from one another may find it challenging to work
together and communicate effectively. ___________can manifest when employees work in separate environments.
A
Disconnect between coworkers
22
Q
can stem from limited motivation among employees. Professionals feel unwilling to fulfill their occupational duties, which can delay operations within the company and make goals harder to achieve. Productive employees understand their expectations and work hard to meet them. Managers can set a positive example of a strong work ethic and hold staff members accountable for their assignments.
A
Lack of productivity
23
Q
can refer to a company’s inability to harness fresh ideas and exceed its competitors. It can also impact employee motivation. Professionals who aren’t passionate about their job responsibilities may not feel empowered to fulfill them. An organization’s approach may require change as time progresses.
A
Limited innovation
24
Q
The Only Constant is Change
__________, the Greek philosopher said, “Change is the only constant in life.”
A
Heraclitus
25
essentially implies dissatisfaction with the old and the urge for the new.________
underlies a qualitatively different way of perceiving, thinking, and behaving to improve
over the past and existing practices.
Change
26
The Characteristics of Change
1. Change can be seen as continuous and intrinsic to an organization or as extrinsic and
discontinuous.
2. Change can be patterned and predictable or complex and unpredictable.
3. Change is dual or bipolar.
4. Continuity without change leads to stagnation, frustration, and boredom in
individuals and ambiguity, conflict, and degenerative pathology in individuals and
organizations.
5. Many times, the rate of change is faster than our ability to comprehend and cope with it.
6. Change is universal
7. The speed and rate of change are relative, it differs from society to society, and from
time to time.
8. Social change is community change, which occurs in the life of the entire community.
9. Change is a law of nature. It is natural. It can occur either in the natural course, or, as
a result of planned efforts.
10. One change can lead to many changes in a chain-reaction sequence.
27
The term ______ refers to any alteration which occurs in the overall work environment of an organization. According to _______, _______ making things different. We are
familiar with changes brought about by the twin phenomena of liberalization and
globalization in all walks of life. The banking sector has adapted to the emerging scenario
very fast. And the power sector is now beginning to respond to these trends. Change
results from the pressure of forces, which are both inside and outside the organization.
1. "change"
2. Robbins, change
28
Change is continuous and intrinsic to an organization: There are changes
in an organization that are minute in nature but take place continuously. An organization
may be perceived as being in a state of flux (like the universe) and the elements of its
systems and sub-systems always undergo subtle changes (incremental changes). Certain
changes occurring inside the organization are very minute and their impact is hardly felt.
Internal Forces
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Change as extrinsic and discontinuous: Organizations are perceived as
normally stable and change is perceived as disruptive, forcing organizations to modify,
restructure, or reconfigure. A few changes are cataclysmic in nature, giving the
organization barely any time to cope with them. These are almost like natural calamities
such as earthquakes, cyclones, etc. in their impact. Some organizations may handle
changes in a creative manner or make drastic changes in their strategy and direction to
emerge out of this turbulence whereas others may get lost in it.
External Forces
30
In the early part of the last century, Kurt Lewin developed a body of ideas that
became the foundation of change management.
Past
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refers to how groups behave and interact. This
psychological approach helps change managers understand how employees react to
change. In turn, this helps managers address employee resistance and other barriers to
change.
Group dynamics
32
is a form of participatory problem-solving. By working together, a group is able to more effectively analyze, address, and fix problems
Action research
33
This framework looks at factors that influence a situation – an individual, goals, and forces that either hinder or enable an individual’s movement toward that goal.
Force field theory and analysis.
34
is the business discipline devoted to managing change, mitigating risk, executing change projects, maximizing project ROI, and so on.
Change management
35
is another field devoted to executing and managing change projects. Many of the foundational ideas are the same and it shares many of the same aims. However, its specific
methods and objectives can be distinct from those of change management.
Organization development (OD),
36
Today, all businesses are becoming digital. And change management is also digitizing, through the use of data, analytics, automation,
and other digital tools and processes. To stay relevant and effective, change
managers should begin digitizing their own approaches to organizational
development.
Digital change.
37
Today’s most cutting-edge change managers
implement data, analytics, and AI. These can be used to predict project outcomes, improve team synergy, analyze project performance, and much more.
More AI, data, and analytics.
38
The digital revolution is far from over. To keep up with an economy in transition, businesses should prepare themselves for continual,
ongoing change. In the coming years, expect more technology-driven changes –
not less.
Continual change.
39
Today’s businesses are already facing a digital skills shortage. And in the coming years, the digital skills gap will widen and become a
permanent feature of business. To keep employees relevant effective training will
be more important than ever.
Lifelong learning.
40
is the sum of the values, beliefs, practices, and behaviors that contribute to the social and psychological environment of an organization.
Organizational culture
41
Types of Organizational Culture
1. Clan
2. Adhocracy
3. Market
4. Hierarchy
42
An organizational culture is_________ it evolves and adapts to the times and the
organization’s leaders and staff. An OD practitioner can help to create a great
organizational culture by working to identify problems and putting structure and
processes in place to ensure the culture survives through the ebbs and flows of time. To be effective, OD practitioners should be knowledgeable in behavioral science and OD
interventions
dynamic
43
culture is a friendly, almost family-like work environment. This culture
focuses on morale of the employees and relationships above all else.
Clan
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Also called a create culture, this culture moves fast and fails fast. It is
keen on innovation, agility, and learning from failures.
Adhocracy:
45
A culture centered on results, or desired outcomes, and goals. Employees in
this culture are highly driven and motivated.
Market
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A procedural-based culture that emphasizes structure, compliance, and
stability over innovation.
Hierarchy
47
The Challenges for Organization
1. Adapting to Technological Change
2. Talent Acquisition and Retention
3. Economic and Market Volatility
4. Operational Efficiency
5. Customer Expectations
6. Sustainability and Environmental Concerns
7. Cultural and Diversity Issues
8. Innovation and Staying Competitive
48
a strategic, systematic approach to improving an organization’s effectiveness, efficiency, and overall health. It involves planned interventions and continuous efforts to enhance processes, structures, and culture within an organization. The goal is to help organizations adapt to change, improve performance, and foster a positive work environment
organizational development
49
Strategies for Managing Change:
1. Communicate
2. Engage Employees
3. Provide Training
4. Monitor and Adapt
50
Clearly Ensure transparency and address concerns proactively.
Communicate
51
Involve staff in the change process t0 gain support
Engage Employees
52
Equip employees with necessary skills for transitions
Provide Training
53
Continuously assess the impact of change and make
Improvements
Monitor and Adapt
54
The Only Constant is Change Understanding Change:
1. Change is a natural part of Business growth and sustainability
2. Organizations must adapt market trends, technology, and workforce expectations
3. Managing change effectively helps businesses stay competitive and resilient
55
Refers to the series of stages that an organization goes through from its founding to
its possible decline or transformation. These stages represent the growth and development of the organization, where each phase has its unique challenges and opportunities. The ____________________is often compared to the human life cycle, as organizations, like individuals, go through periods of birth, growth, maturity, and sometimes decline.
Organizational Life Cycle
56
Phases of the Organizational Life Cycle
1. Birth Phase (Start-up Phase)
2. Growth Phase
3. Maturity Phase
4. Revival Phase
57
The stage where the organization experiences rapid expansion, both in terms of
market presence and operational size at the point, the organization begins to refine
its processes, expand its workforce, and focus on scaling its operations.
Growth Phase
57
The initial stage of an organization’s existence. This phase involves the creation of the
organization, often driven by an entrepreneur or a small group
Birth Phase (Start-up Phase)
58
Occurs when the organization is well established and has achieved stable growth At
this stage, the company is often a leader in its industry, with stable revenue streams,
a defined organizational structure, and established processes.
Maturity Phase
59
Is a stage where a mature organization faces stagnation, decline in challenges in
maintaining relevance. In response, the organization reinvents tall adjusts its
business model to regain growth and adapt to new manet conditions. This phase is
about transformation and renewal.
Revival Phase
60
Key Elements of Organization Development Culture
* Leadership and Management Commitment
* Employee Engagement and Participation
* Continuous Learning and Development
* Change Management and Adaptability
* Effective Communication and Collaboration
61
It refers to how new employees learn and adapt to an organization’s culture, values,
norms, and expectations. It is essential for employee integration, engagement, and
long-term success within the company.
Socialization Process
62
Three stages of Socialization Process
1. Anticipatory Socialization
2. Encounter Stage
3. Change and Acquisition
63
Happens before an employee joins the organization.
Anticipatory Socialization
63
New employees experience the reality of the organization
Encounter Stage
64
Employees adjust to their roles and align with company culture.
Change and Acquisition
65
Lewin’s Change Model
1. Unfreeze
2. Change
3. Refreeze
66
Kotter’s B-Step Change Model
Step 1: Create a Sense of Urgency
Step 2: Build a Guiding Coalition
Step 3: Develop a Vision and Strategy
Step 4: Communicate the Vision
Step 5: Remove Obstacles
Step 6: Create Short-Term Wins
Step 7: Build on the Change
Step 8: Anchor the Change in Corporate Culture
67
Action Research Model
1. Diagnose the problem
2. Plan for action
3. Take action
4. Evaluate and improve
68
involves intentional and systematic efforts to shift values, behaviors, and structures to support organization’s strategic goals.
CHANGING THE CULTURE
69
Refers to the shared values, beliefs, norms, and behaviors that shape how individuals
interact and work within an organization.
plays a crucial role in determining organizational effectiveness, employee
engagement, and the ability to achieve strategic goals.
CULTURE
70
This involves developing a structured plan ог framework aimed at implementing
improvements within an organization.
It typically includes identifying the need for change, outlining specific goals, and
determining the steps necessary to achieve those goals.
The concept should address potential challenges and include strategies for
communication and engagement with stakeholders to ensure buy-in.
CREATING A CONCEPT FOR A CHANGE
71
Refers to the shared values, beliefs, and behaviors that shape how employees
interact and work within organization.
It encompasses the organization’s mission, vision, and practices, influencing
everything from decision-making to employee morale
A strong corporate culture can drive engagement, productivity, and overall success,
while misaligned culture hinders change efforts.
UNDERSTANDING CORPORATE CULTURE
72
shared values, beliefs, attitudes, and behaviors that characterize an organization and
guide how its management and employees interact and conduct business.
it’s essentially personality of the company, influencing everything from internal
operations to external relationships.
CORPORATE CULTURE
73
opposition or unwillingness of individuals, teams, or the entire organization to adopt
new strategies, processes, technologies, or ways of working due to deeply ingrained
values, beliefs, norms, and habits that constitute the existing corporate culture.
CULTURAL RESISTANCE TO CHANGE
73
MPORTANCE OF CORPORATE CULTURE
1. Employee Engagement and Motivation
2. Improved Performance and Productivity
3. Enhanced Collaboration and Teamwork
74
KEY ASPECTS OF CULTURAL RESISTANCE TO CHANGE
1. Lack of Understanding or Trust
2. Embedded Habits and Routine
75
TOOLS FOR CHANGE
INFORMATION
SUPPORT
RESOURCES
76
Sharing the right knowledge with everyone in the organization. When people know
why change is happening, what the change is, and how it will affect them.
It helps people understand the vision and goals of the change, making them feel more
informed and included
INFORMATION
77
are the tools, time, and materials that help people implement the change.
RESOURCES
77
Involves providing encouragement and guidance to employees throughout the
change process.
SUPPORT
78
SEVEN KEY FACTORS OF CULTURAL CHANGE
* Technology and Innovation
* Globalization
* Education and Knowledge
* Social Movements and Activity
* Economic Changes
* Political Changes
* Environmental Factors
79
pertaining to or dealing with morals or the principles of morality
pertaining to right and wrong in conduct
being in accordance with the rules or standards for right conduct or practice
especially the standards of a profession
ETHICAL
80
1. the regard that something is held to deserve; the importance, worth, or usefulness of
something
2. person’s principles or standards of behavior; one’s judgment of what is important in
life
VALUE
81
refers to the stage where potential customers are weighing their options and actively
evaluating how a product or service might meet their needs, moving beyond initial
awareness and towards a potential purchase.
GOALS CONSIDERATION
82
happens after prospects have become aware of a product or service and are now actively evaluating it and its competitors.
“Consideration stage,”
82
DEFINES HOW TASKS AND RESPONSIBILIT IES ARE ARRANGED.
STRUCTURE
82
THE INDIVIDUALS WHO BRING THE ORGANIZATIO N TO LIFE.
PEOPLE
83
The goal of this stage is to educate potential buyers about the value of the
product or service and encourage them to move forward in the customer journey towards
a purchase decision.
Purpose
84
THE SYSTEMS AND WORKFLOWS THAT GUIDE OPERATIONS
PROCESSES
85
THREE BASIC ORGANIZATIONAL DIMENSIONS
1. STRUCTURE
2. PEOPLE
3. PROCESSES
86
INDICATORS OF ORGANIZATIONAL EFFECTIVENESS
* GOAL ACHIEVEMENT
* PRODUCTIVITY
* FINANCIAL PERFORMANCE
* CUSTOMER SATISFACTION
* INNOVATION & ADAPTABILITY
* MARKET SHARE & COMPETITIVENESS
87
INDICATORS OF ORGANIZATIONAL HEALTH
* EMPLOYEE ENGAGEMENT
* LEADERSHIP QUALITY
* COMMUNICATION&COLLABORATION
* CULTURE & VALUES ALIGNMENT
* TALENT MANAGEMENT
* CHANGE READINESS
88
involves a conflict or disagreement over differing beliefs, principles, or
standards regarding what is considered important or desirable in society.
VALUE ISSUE
89
FOUR AREAS TO BE CONSIDERED TO DEVELOP A SET OF ETHICAL STANDARDS:
1. Expertise
2. Autonomy
3. Commitment
4. Code of Ethics
90
is the possession of specialized knowledge, skills, and experience in a
particular field or subject, allowing individuals to perform tasks and make decisions
effectively.
Expertise
91
refers to the ability of an individual or group to make independent
decisions and have control over their actions and responsibilities without external
influence or interference.
Autonomy
91
Finally, there is a responsibility to society for the maintenance of
professional standards of work. They adhere to professional self-discipline and a
code of ethics.
Code of Ethics
91
Professionals feel a commitment to the discipline. They are more
likely to identify with members of their profession in other organizations than with
their own organization.
Commitment
91
is a situation that requires a decision to be made based on moral
principles, often involving a conflict between right and wrong.
ethical issue
92
ETHICAL ISSUES
1. FAIRNESS AND EQUALITY
2. RESPECTING DIFFERENT CULTURES
3. NOT FORCING CHANGE
93
Treating everyone in a group ог organization equally and ensuring that no one is left out or
treated unfairly. When changing culture, everyone should have a chance to share their
ideas, and no one’s voice should be ignored.
FAIRNESS AND EQUALITY
94
Acknowledging and valuing the different traditions, customs, and beliefs of others. When changing culture, it’s important to avoid imposing one culture’s values on another group or community without considering their own unique values and practices.
RESPECTING DIFFERENT CULTURES
95
Allowing people the freedom to choose whether or not they want to accept cultural
changes. It’s wrong to force people to change their beliefs or practices if they are not
comfortable with it. Cultural change should be a process that respects people’s personal
choices.
NOT FORCING CHANGE
