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Flashcards in Organizational Change Deck (16)
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1

Change agent

People who act as catalysts and assume the responsibility for managing change activities

2

Unfreezing

Change efforts to overcome the pressures of both individual resistance and group conformity.

3

Moving

Efforts to get employees involved in the change process

4

Refreezing

Stabilizing a change intervention by balancing driving and restraining forces.

5

Driving forces

Forces that direct behaviour away from the status quo. Driving forces can be increased in the unfreezing phase for change in Lewin's Three-Step change model

6

Restraining forces

Forces that hinder movement away from the status quo. Restraining forces can be decreased in the unfreezing phase for change.

7

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.

8

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.
AIMS at solving problems.
1. Diagnosis
2.Analysis
3. Feedback
4. Action
5. Evaluation

9

Appreciative inquiry

An approach to change that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
AIMS at positive elements rather than problems
1.Discovery
2.Dreaming
3. Design
4. Destiny

10

Resistance to change

When one individual is against a change ad reacts to this change. It can either be positive if it leads to open discussion or it can be negative if it leads to silence and apathy.

11

Innovation

A new idea applied to initiating or improving a product, process or service.

12

Learning organization

An organization that has developed the continuous capacity to adapt and change.

13

Single-loop learning

A process of correcting errors using past routines and present policies.

14

Double-loop learning

A process of correcting errors by modifying the organization's objectives, policies, and standard routines.

15

Psychological ownership

The feeling that something is yours (a procedure, a cubicle, etc.) regardless of legal ownership

16

Work related suffering

The feeling an individual experiences when he/she is confronted to insurmountable and durable obstacles, after having gone through all his/her resources to try to improve the organization of his/her work in terms of quality and security. The individual’s relation to work organization has reached a deadlock