Week One Flashcards
(51 cards)
1
Q
Challenges for Organizations
A
- Change avalanching down on us
- Tomorrows world different form todays
- Organizations need to adapt to change
- Organizations in continuous interaction with external forces
2
Q
Figure 1.1 ( The organizational Environment )
A
An Organization:
- Competitors
- customers
- governments
- stockholders
- suppliers
- society
- employees and unions
3
Q
What is OD?
A
It is a long-range efforts and programs. It’s aimed at improving organization’s ability to survive and OD changes problem-solving and renewal processes.
4
Q
OD is
A
- Planned
- organization Wide
- Managed from Top
- Increases organization effectiveness
- planned interventions
- used behavioral science knowledge
5
Q
The Characteristics of OD
A
- Planned Change
- Collaborative approach
- Improve performance
- Humanistic values
- systems approach
- scientific approach
6
Q
Change
A
Change is planned by managers to achieve goals
7
Q
Collaborative approach
A
Involves collaborative approach and involvement
8
Q
Performance orientation
A
emphasis on ways to improve and enhance performance
9
Q
Humanistic Orientation
A
Emphasis upon the increased opportunity and use of human potential
10
Q
Systems Approach
A
Relationship among elements and excellence
11
Q
Scientific Method
A
Scientific approaches supplement practical experience
12
Q
Why OD
A
Most cited reasons for beginning change program:
- The level of competition
- Survival
- Improved performance
13
Q
Primary Goals of Change Programs
A
- Change the corporate culture
- Become more adaptive
- increase competitiveness
14
Q
Factors Leading to Emergence of OD
A
- Need for new organizational forms
- Focus on cultural change
- Increase in social awareness
15
Q
The only constant is change
A
- change is a moving target
- today’s managers need new mid-set
- flexibility
- speed
- innovation
- constantly changing conditions
16
Q
Successful Firms share these traits
A
-faster
-quality conscious
-employee involvement
-customer-oriented
smaller
17
Q
Evaluation of Od
A
- Evolved since the late 1940s
- NTL Laboratory-Training Methods
- Survey research and feedback
18
Q
OD practitioners consist of
A
- Specialists
- Those applying OD in daily work
19
Q
OD Specialists are
A
- internal practitioners- from within the organization
- External practitioners- from outside the organization
- managers apply OD principles and concepts
20
Q
Activities include
A
- Team leaders developing teams
- Building learning organizations
- implementing total quality management
- creating bounder less organizations
21
Q
Organization Culture
A
A system of shared meanings Including:
- language
- dress
- patterns of behavior
- vale system
- feelings
- attitudes
- interactions
- group norms
22
Q
Norms
A
- Organized and share ideas
- What members should do and feel
- how behavior is regulated
23
Q
Types of Norms
A
- Pivotal Norms: Essential to accomplishing organization’s objectives
- Peripheral Norms: Support and contribute to pivotal norms, and Not essential to organization’s objectives
24
Q
Socialization Process
A
- Process that adapts employees to the culture
- New employees become aware of norms
- Employees encounter culture
- individuals understand power, status, rewards, sanctions
25
The Socialization Process
1. ) Expectations
2. ) Encounters Culture
3. ) Adjusts to Culture and Norms
4. ) Receives Feedback
26
Adjustment to Cultural Norms
- Rebellion: Rejection of all valises and norms
- Conformity: Acceptance of all values and norms
- Creative Individualism: acceptance of pivotal values and rejection of others
27
Basic Responses to Socialization
-Rebellion: Rejection of all valises and norms
Creative Individualism: acceptance of pivotal values and rejection of others
Conformity: Acceptance of all values and norms
28
Psychological Contract
- Unwritten agreement between individuals and organization
| - open-ended so issues may be renegotiated
29
A Model for Change
- OD is continuing process
- Emphasis on viewing organization as total system
- system consists of interacting and interrelated elements
30
Organization Development Five Stages
Stage one: Anticipate need for change
Stage two: Develop the practitioner client relationship
Stage Three: The diagnostic phase
Stage Four: Action plans, Strategies and Techniques
Stage Five: Self-Renewal Monitor, and stabilize
31
Organization Development Five Stages Stage one
Anticipating Need for Change.
Someone recognizes need for change.
Must be felt need for change
32
Organization Development Five Stages Stage Two
Develop Practitioner-Client Relationship.
Practitioner enters system.
Good first impressions important.
Practitioner establishes trust and open communication.
33
Organization Development Five Stages Stage Three
```
The Diagnostic Phase.
Practitioner and client gather data.
Objective to:
Understand client’s problems.
Identify causes.
Select change strategies.
```
34
Organization Development Five Stages Stage four
Action Plans, Strategies, and Techniques
Series of interventions, activities, or programs.
Aimed at increasing effectiveness.
Programs apply OD techniques.
35
Organization Development Five Stages Stage five
```
Self-Renewal, Monitor, and Stabilize.
As program stabilizes, need for practitioner decreases.
Monitor results.
Stabilize change.
Gradual disengagement of practitioner
```
36
OD ApplicationGE’s Epicenter of Change
Leadership Center is tool to spread change.
OD, leadership, and innovation are applied to real-world.
Participants include entry-level to highest positions.
Customers invited to help solve mutual problems.
37
Action research model.
Collecting and feeding back information.
| Implementing action programs.
38
Change agent.
A person attempting to bring change.
39
Client System.
Person or organization that is being assisted.
40
Creative individualism
Questioning of peripheral norms.
| Accepting of pivotal norms
41
External practitioner
Person from outside who is resource for change
42
Internal practitioner
Internal resource for change.
| Could be manager
43
Norms
Organized and shared ideas.
What members should do and feel.
How behavior should be regulated.
44
Organization culture
System of shared meanings.
| Includes language, dress, values, norms.
45
Organization development (OD).
Planned strategy to bring about change
46
OD practitioner.
People using and assisting others to implement OD
47
OD specialist
Professional specialized and trained in OD
48
Peripheral norms
Support and contribute to pivotal norms.
| Not essential to organization's objectives
49
Pivotal norms.
Essential to organization's objectives
50
Psychological contract
Expectations between individual and organization
51
Socialization
Process of individual adjusting to organization's culture
