10_Organizational Change and Development Flashcards
Lewin’s Force-Field Analysis of Planned Change:
Overview
Organizations continually respond to forces that either promote or resist change
Balance of driving and restraining forces helps organization maintain the status quo
Lewin’s Force-Field Analysis of Planned Change:
Driving Forces
Forces that promote change
e.g., pressure to change from management and new competition
Lewin’s Force-Field Analysis of Planned Change:
Restraining Forces
Employee hostility
Apathy
Malfunctioning equipment
Lewin’s Force-Field Analysis of Planned Change:
Three Stages of Organizational Change
Unfreezing (assessment & preparation)
Changing
Refreezing (support and stabilize new changes)
Nadler’s Systems Model:
Four Factors of Effective Organizational Change
Informal organizational elements
Normal organizational elements
Individual characteristics of employees and managers
Characteristics of employee and managerial tasks
*Change in any one factor will cause changes in other factors
Organizational Development (OD) Interventions:
Overview
Behavioral science principles and techniques to facilitate planned change to Improve Productivity
Organizational Development Interventions:
Shared Characteristics of Interventions
Organization-wide (micro) perspective
Systems approach & humanistic philosophy
Support of top management
Focus on individuals and relationships
Change agent (catalyst) guides the process
OD viewed as an ongoing and long-term process
Organizational Development Interventions:
Quality of work life programs (QWL)
Employee empowerment
(especially lower-level employees)
Worker participation and involvement at all stages of decision-making
Organizational Development Interventions:
Quality Circles
Voluntary employee group to discuss job-related problems and solutions
Representatives present solutions to management
*Positive impact on attitudes, not necessarily job performance
Self Managed Work Teams (SMWTs):
Overview
Autonomous Work Groups trained for group task
Goal is to make actual hiring, budget, and other decisions previously made by managers
Leadership rotates
Members trained in “teamthink”
Teamthink
Opposite of Groupthink:
Encourage divergent views
Discuss doubts
Explore ethical consequences of decision
Process Consultation
Help recognize and change dysfuctional interactions
Focus on behaviors rather than attitudes
e.g. communication, leadership, decision-making
Three Basic Steps of Survey Feedback
Data collection
Data feedback
Action planning
Total Quality Management (TQM):
Four Main Focus Areas
Customer satisfaction
Employee involvement and empowerment
Continuous improvement (kaizen)
Ongoing measurement of performance
Total Quality Management (TQM):
Employee involvement
Teamwork in decision-making at all levels
Quality is organized around processes rather than tasks
Stringent work standards: “zero defects”
Change in organizational structure due to the introduction of Total Quality Management (TQM)
Traditional vertical managerial hierarchy
changes toward flatter/horizontal structure
Parallel work teams
Fewer managers
Another term for a Consultant
External Change Agent
Overcoming Resistance to Change:
Three basic strategies
Rational-empirical strategy
Normative-re-educative strategy
Power-coercive strategy
Overcoming Resistance to Change:
Rational-empirical strategy
People will not resist change once they recognize they will benefit from it
Goal = provide information to facilitate change
Overcoming Resistance to Change:
Normative-re-educative strategy
Use of peer pressure and sociocultural norms to facilitate change
e.g., Group discussions
Overcoming Resistance to Change:
Power-coercive strategy
Using power and legitimate authority to coerce compliance
*rewards and/or punishments
Three Types of Organizational Justice
Procedural justice (implementation, processes)
Distributive justice (fairness of outcomes)
Interactional justice (how people are treated)
