Organizational Change & Development

Question 1

Organizational Change & Development

list 2 models of planned organizational change

Answer 1

1) Lewin’s (1951) Three-Step Model
2) Cummings & Worley’s (2015) General Model of Planned Change

Question 2

Organizational Change & Development

Lewin’s three-step model distinguishes between these 3 stages

Answer 2

1) unfreezing
2) changing
3) refreezing

Question 3

Organizational Change & Development

this stage of Lewin’s (1951) three-step model invovles identifying & reducing forces that are maintaining an undesirable status quo and identifying & increasing forces that disrupt the status quo

Answer 3

unfreezing

Question 4

Organizational Change & Development

this stage of Lewin’s (1951) three-step model involves implementing the desired changes to move the organization to a new state of equilibrium

Answer 4

changing

Question 5

Organizational Change & Development

this stage of Lewin’s (1951) three-step model involves integrating the desired change into organizational values & traditions to stabilize the new state of equilibrium & prevent regression to the prior undesirable state

Answer 5

refreezing

Question 6

Organizational Change & Development

list the 4 phases of change in Cummings & Worley’s (2015) general model of planned change

Answer 6

1) entering & contracting phase
2) diagnosing phase
3) planning & implementing phase
4) evaluating & institutionalizing phase

Question 7

Organizational Change & Development

during this phase of Cummings & Worley’s (2015) general model of planned change, the organization identifies its primary problems & the relevant members of the organization for addressing those problems and selects an organizational development (OD) practitioner

Answer 7

entering & contracting phase

Question 8

Organizational Change & Development

during this phase of Cummings & Worley’s (2015) general model of planned change consists of collecting & analyzing diagnostic information at the organization, group, & individual levels and providing feedback to the organization about its problems

Answer 8

diagnosing phase

Question 9

Organizational Change & Development

during this phase of Cummings & Worley’s (2015) general model of planned change includes addressing the organization’s readiness to change, creating a vision of the organization’s future, designing the OD interventions, and formulating an action plan for a) implementing them, b) managing the transition, and c) sustaining momentum by, for example, providing necessary resources & support and ensuring that employees acquire relevant competencies

Answer 9

planning & implementing phase

Question 10

Organizational Change & Development

during this phase of Cummings & Worley’s (2015) general model of planned change consists of evaluating the implementation and results of the OD interventions, deciding whether changes should be a) continued, b) modified, or c) suspended, and institutionalizing changes through feedback & corrective actions, reward allocation, and training

Answer 10

evaluating & institutionalizing phase

Question 11

Organizational Change & Development

list the 6 methods of organizational development

Answer 11

1) survey feedback
2) process consultations
3) self-managed work teams
4) technostructural interventions
5) total quality management (TQM)
6) appreciative inquiry

Question 12

Organizational Change & Development

this method of organizational development is often overseen by an OD consultant and consist of 3 phases: collect data, provide feedback, and develop an action plan

Answer 12

survey feedback

Question 13

Organizational Change & Development

this phase of the survey feedback method of OD involves having employees at all levels of the organization complete surveys that are used to obtain information on their attitudes, opinions, & perceptions related to work conditions, supervision, company policies, & other important issues

Answer 13

data collection

Question 14

Organizational Change & Development

this phase of the survey feedback method of OD involves summarizing & sharing information obtained via the previous phase with employees to help them understand the organization’s current strengths & weaknesses and identify problems that need to be addressed

Answer 14

provide feedback

Question 15

Organizational Change & Development

this phase of the survey feedback method of OD consists of employees making recommendations to management for resolving problems identified in the previous phase and management developing an action plan, often with the help of the OD consultant

Answer 15

develop an action plan

Question 16

Organizational Change & Development

this method of organizational development focuses on communication, decision-making, problem-solving, interpersonal relationships, & other organizational processes that are contributing to performance problems and typically includes a process consultant that does not provide answers or solutions but, instead, helps the organization become self-reliant by learning to diagnose & resolve its own problems

Answer 16

process consultations

Question 17

Organizational Change & Development

this method of organizational development consists of groups of employees who do not have a supervisor; instead, these groups of employees have total responsibility for & control over their own work, including budgeting, task assignments, methods for completing tasks, work scheduled, employee selection & training, and performance appraisal and leadership roles may change over time, depending on which team member has the expertise needed for the specific situation

Answer 17

self-managed work teams

Question 18

Organizational Change & Development

this method of organizational development focuses on changing an organization’s technology or structure in order to improve work methods, work content, & employee relationship and to reduce costs and includes 3 interventions: business process reengineering, job enrichment, & alternative work schedules

Answer 18

technostructural interventions

Question 19

Organizational Change & Development

this type of technostructural intervention involves increasing organizational efficiency by radically redesigning the organization’s financial, communication, & other core processes

Answer 19

business process reengineering

Question 20

Organizational Change & Development

this type of technostructural intervention, originally described by Herzberg (1966), involves designing a job so it provides opportunities for responsibility, challenge, & advancement and other motivator (job content) factors that increase worker satisfaction & motivation

Answer 20

job enrichment

Question 21

Organizational Change & Development

this type of technostructural intervention includes the compressed workweek & flextime

Answer 21

alternative work schedules

Question 22

Organizational Change & Development

research on the compressed workweek found that it has a strong positive effect on ____, a positive but weaker effect on ____ and unclear effects on ____.

Answer 22

job satisfaction; job productivity; absenteeism

Question 23

Organizational Change & Development

the compressed workweek reduces the number of work days by increasing what?

Answer 23

the number of hours worked each day (e.g., 10 hours a day for 4 days)

Question 24

Organizational Change & Development

list 3 characteristics of flextime

Answer 24

1) all employees must work a total number of hours/day (e.g., 8 hours)
2) all employees must work during core time (e.g., 10 am to 2 pm)
3) flexibility in starting & ending times

Question 25

# **Organizational Change & Development** Baltes et al.'s (1999) meta-analysis on the impact of flextime on objective measures of job productivity, self-rated job performance, absenteeism, job satisfaction, and satisfaction with the work schedule found that the stongest beneficial effect of flextime was on what? the weakest effect was on what?

Answer 25

the reduction of absenteeism; self-rated job performance

Question 26

# **Organizational Change & Development** this method of organizational development emphasizes **continuous improvement** through continuous & incremental changes to all processes, characterized by top management commitment to quality, employment involvement, the use of teams, a focus on customer satisfaction, & data-driven decision-making, which consists of 3 specific techniques: quality circles, benchmarking, & six sigma

Answer 26

total quality management (TQM)

Question 27

# **Organizational Change & Development** this total quality managment technique consists of **small groups of employees** who volunteer to 1) meet regularly to idenfiy problems related to quality, productivity, & other issues, 2) discuss methods for resolving them, and 3) provide management with recommendations for alleviating the identified problems

Answer 27

quality circles (QCs)

Question 28

# **Organizational Change & Development** this total quality managment **organizational tool** that involves a continuous process of measuring products, services, and practices against major competitors or industry leaders with the purpose of identifying ways for improving organizational processes, productivity, & the quality of products & services

Answer 28

benchmarking

Question 29

# **Organizational Change & Development** this **total quality managment approach** provides training for employees & managers in statistical analysis, project management, & problem-solving methods to reduce the defect rate of products

Answer 29

six sigma

Question 30

# **Organizational Change & Development** this method of organizational development combines elements of social constructionism & positive psychology, involves identifying the unique and best aspects of the organization, followed by generating ideas about how to build on them, and incorporates a process referred to as the "4D cycle that consists of 4 phases: 1) **discovery** (appreciate "what is") 2) **dream** (envision "what could be") 3) **design** (determine "what should be") 4) **delivery/destiny** (sustain "what will be")

Answer 30

appreciative inquiry

Question 31

# **Organizational Change & Development** according to McLaughlin & Jordan (2004), this theory is described as assumptions about resources & activities and how these lead to realizing intended outcomes

Answer 31

program theory

Question 32

# **Organizational Change & Development** according to McLaughlin & Jordan (2004), this model is a useful tool for describing program theory and consists of the primary purpose of **providing stakeholders with a road map** describing the sequence of related events connecting the need for the planned program with the program's desired results

Answer 32

program logic model

Question 33

# **Organizational Change & Development** list 3 examples of programs that can be created by program logic models

Answer 33

1) employee **wellness** programs 2) **management training** programs 3) **substance abuse prevention** programs for high school students

Question 34

# **Organizational Change & Development** project logic models, a feature of program logic models, most often take the form of a flow chart and typically include these 4 components

Answer 34

1) inputs 2) activities 3) outputs 4) outcomes

Question 35

# **Organizational Change & Development** this component of a project logic models flow chart consist of the human, financial, organizational, & community resources that are needed to support the program (e.g., mangers, consultants, data sources, funding sources)

Answer 35

inputs

Question 36

# **Organizational Change & Development** this component of a project logic models flow chart consist of processes & actions that are needed to produce direct, tangible results (e.g., developing training materials, conducting training sessions, collecting data on students' knowledge about substance abuse)

Answer 36

activities

Question 37

# **Organizational Change & Development** this component of a project logic models flow chart consist of direct, tangible results or products (e.g., predicted level of employee satisfaction with the program, number of employees who will complete training, number of students who will participate in a program)

Answer 37

outputs

Question 38

# **Organizational Change & Development** this component of a project logic models flow chart consist of short-, immediate-, and long-term changes or benefits that are expected to be produced (e.g., expected changes in the knowledge & skills of managerial candidates, changes in employees' lifestyles, reduction in students' risk for substance abuse)

Answer 38

outcomes

Question 39

# **Organizational Change & Development** list 2 additional initial components of a more complex logic model

Answer 39

* a statement of **the program's goals** * the **problem being addressed** by the program

Question 40

# **Organizational Change & Development** list 1 additional final components of a more complex logic model

Answer 40

a statement that **describes the expected long-term impact of the program** on the organization or community