13: Change And Development

Question 1

Simon, Smithburg and Thompson said that organizations become distinct by the nature of

Answer 1

Their birth

Question 2

Routinazation of charisma

Answer 2

people devoted to a charismatic leader press for an organization to achieve that leader’s goals.

Max Weber

Question 3

Downs said that orgs have a 3 stage life cycle. The phases are:

Answer 3

1. Struggle for autonomy
2. Rapid expansion
3. Deceleration

Question 4

Zealots and advocates are active in this phase of Down’s 3 phase life cycle

Answer 4

Phase 1-struggle for autonomy

Question 5

Innovation occurs in which phase of Down’s three phase life cycle?

Answer 5

Phase 2- rapid expansion

Question 6

Phase 3 of down’s life cycle involves

Answer 6

Elaborating on rules, ensuring coordination and accountability

Question 7

Quinn and Cameron developed a change framework with these 4 stages:

Answer 7

Entrepreneurial
Collectivity
Formalizations and control
Elaboration

Question 8

Quinn and Cameron’s Entrepreneurial phase

Answer 8

Marshaling resources
Establishing organization
Innovation

Question 9

Quinn and Cameron’s collectivity phase

Answer 9

Members develop high cohesion and commitment
Mission driven
Team work

Question 10

Quinn and Cameron’s formalization and controls

Answer 10

Clear lines of authority
Accountability
Rules

Question 11

Quinn and Cameron’s structural elaboration and adaptation

Answer 11

Adapt, renew, expand

Decentralization

Question 12

Environmental entropy

Answer 12

An organization’s environment no longer supports the organization. Resources and political support decline

Question 13

Borins found that successful innovation occurred when there was

Answer 13

Systematic thinking
Programs delivered multiple services
Partnership with other agencies

Question 14

Light identified four factors that sustained innovation are dependent upon

Answer 14

1. External environment
2. Internal structure
3. Leadership
4. Internal management systems

Question 15

According to Light, organizations that interact with the external environment in these ways have the potential for innovation.

Answer 15

1. Center on mission
2. Embrace volatility
3. Collaborate with stakeholders and clients
4. Harvest external support

Question 16

According to Light, this type of organization has the greatest potential to innovate

Answer 16

Relatively small nonprofit

Question 17

Organizational learning

Answer 17

Systematic change in behavior or knowledge informed by experience

Question 18

Improvisation

Answer 18

Deliberate fusion of the design and execution of a novel production

Includes both planning and spontaneity

Real-time learning

Question 19

Resilience

Answer 19

Ability and determination to contend with adversity, drastic change and novel risks

Question 20

Three decision tools that increase resilience according to Suarez and Montes

Answer 20

Routines
Heuristics
Improvisation

Question 21

Daft discusses four types of change:

Answer 21

1. Technology changes
2. Administrative changes
3. Changes in products or services
4. HR changes (training, development, recruitment)

Question 22

Richter argued that most approaches to org change have focused on:

Answer 22

Political
Technical
Cultural

Strategic change is coordinating all three

Question 23

Organizational Development

Answer 23

Changing the human relations aspects of organizations for the better

Question 24

Assumptions of OD practice

Answer 24

1. People have a drive to grow and develop
2. Work group is an important factor for employees
3. Suppressed feelings are detrimental to satisfaction, trust and cooperation
4. Leadership at higher levels shape trust and teamwork throughout the organization
5. Win-lose conflict management strategies are harmful
6. Collaboration is valuable

Question 25

Action research model

Answer 25

OD consultant diagnoses organizational problem through surveys, interviews. Helps client interpret results and develop strategies for improvement

Question 26

Critics of organizational development practitioners say that:

Answer 26

They focus too much on HR or human relations and don’t consider other important factors such as organizational systems or processes (financial or production)

Question 27

Five structural constraints that make OD challenging in the public sector according to Golembiewski

Answer 27

1. Politics-multiple actors have access to decision makers
2. Conflicting interests and reward structures
3. Administrative hierarchy is fragmented
4. Weak relationships between careerists and political appointees
5. The political system shifts its interest and the climate for OD can deteriorate

Question 28

Name two researchers who published similar findings about successful organizational change thirty years apart

Answer 28

Greiner and Kotter

Question 29

Greiner identified this as critical to successful organizational change

Answer 29

Significant power sharing among employees at different levels.

Question 30

Greiner, Phase I

Internal and external pressure for change. Widespread perception of performance gaps.

Answer 30

Pressure and arousal

Question 31

Greiner, Phase II

A new person enters as a change leader; new person analyzes practices and problems; top leaders become heavily involved in reexamination.

Answer 31

Intervention and rehabilitation

Question 32

Greiner, Phase III

Change leader involves multiple levels in diagnosis, involving significant power sharing.

Answer 32

Diagnosis and Recognition

Question 33

Greiner, Phase IV

Change leader stimulates widespread search for creative solutions

Answer 33

Intervention and commitment

Question 34

Greiner, Phase V

Solutions are developed, tested and proven on a small scale; experimentation is encouraged.

Answer 34

Experimentation and search

Question 35

Greiner, Phase VI

People rewarded; Successes become accepted and institutionalized.

Answer 35

Reinforcement and acceptance

Question 36

Comprehensive change efforts

Answer 36

Transformational change

Question 37

Ways that Kotter differed from Greiner

Answer 37

Kotter emphasized vision and talked about the role of a guiding coalition rather than an individual change leader

Question 38

Kotter’s steps for organizational transformation

Answer 38

1. Establish sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Create short term wins
7. Consolidate further improvements/changes
8. Institutionalize new approach

Question 39

The modular approach adopted by the SSA drew on the work of

Answer 39

McGregor, Herzberg and Maslow