Topic 20: Organisational Change Flashcards Preview

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Flashcards in Topic 20: Organisational Change Deck (15):
1

Outline the force field analysis model.

  • Developed by Kurt Lewin.
  • Driving forces, external or internal push organisations towards change.
  • Restraining forces are employee behaviors that resist or block the change process.

2

Imagine the force field analysis diagram.

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3

Outline what restraining forces are.

  • Resistance to change.
  • Comes in many forms: complaints, passive noncompliance, quitting.
  • Resistance can be viewed as a resource.
    • Symptoms of problems in the change process.
    • Constructive criticism.
    • Form of a voice.

4

Why do people resist change?

  • Direct costs.
  • Saving face.
  • Fear of the unknown.
  • Breaking routines.
  • Incongruent organisational systems.
  • Incongruent team dynamics.

5

How can an urgency for change be created?

  • Informing employees about driving choices.
  • Most difficult when organisation is doing well.
  • Customer driven change.
  • Otherwise use persuasive influence and vision.

6

How can resistance to change be minimised?

  • Communication.
  • Learning.
  • Involvement.
  • Stress Mitigation.
  • Negotiation.
  • Coercion.

7

Why is refreezing important in organisational change?

Because firms will revert to previous behaviors and practices otherwise.

8

What are change agents? What must they do?

Anyone who posses enough knowledge and power to guide and facilitate the chagne effort.

They must:

  • Develop the change vision.
  • Communicate the vision.
  • Act consistently with the vision.
  • Build commitment to the vision.

9

What is the action research approach?

Action: Achieve the goal of change.

Research: Testing application of concepts.

Principles:

  • Open systems perspective.
  • Highly participative process.
  • Data-driven, problem-oriented process.

10

Show the action research process diagram.

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11

What is the appreciative inquiry approach?

  • Frames change around positive and possible future, rather then traditional problem focus.
  • Application of positive organisational behavior.

12

Show the four-d model of appreciative inquiry.

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13

What are large group inteventions? What are their limitations?

  • Interventions that involve "the whole system"

Limitations:

  • Limited opportunity to contribute.
  • Risk that a few people will dominate.
  • Focus on common ground may hide differences.
  • Generates high expectations about ideal future.

14

What is the parallel learning structure approach?

  • Highly participative social structures.
  • Groups that run parralel to the formal hierarchy to develop new ideas and solutions.
  • Members representation across formal hierarchy.
  • Sufficiently free from firm's constraints.
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