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Principles of Management > 6. Managing change > Flashcards

6. Managing change Flashcards

1
Q

Organizational change

A

any alteration of people, structure, or technology in an organization

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2
Q

Change agent

A

someone who acts as a catalyst (chất xúc tác) and assumes the responsibility for managing the change process

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3
Q

external forces

A
  1. changing consumer needs and wants
  2. new government laws
  3. changing technology
  4. economic changes
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4
Q

internal forces

A
  1. new organizational strategy
  2. change in composition of workforce
  3. new equipment
  4. changing employee attitudes
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5
Q

Calm waters metaphor (phép ẩn dụ)

A
  1. Unfreezing the status quo (Giải phóng hiện trạng)
  2. Changing to a new state (Thay đổi trạng thái mới)
  3. Refreezing to make the change permanent (Sàng lọc để thực hiện thay đổi vĩnh viễn)
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6
Q

White-water rapids metaphor

A

the lack of environmental stability and predictability requires that managers and organizations continually adapt and manage change actively to survive

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7
Q

The calm waters metaphor suggests that

A

change is an occasional disruption in the normal flow of events and can be planned and managed as it happens

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8
Q

Reactive

A

reacting to a situation that has occurred

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9
Q

Proactive

A

acting in advance of a situation

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10
Q

organizations can take

A

a reactive or proactive approach

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11
Q

4 type of changes

A
  1. strategy
  2. structure
  3. technology
  4. people
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12
Q

changing strategy

A

ensuring the org’s success

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13
Q

structure

A

structural components and structural design

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14
Q

technology

A

work processes, methods, and equipment

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15
Q

people

A

attitudes, expectations, perceptions, and behavior - individual and group

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16
Q

Failure to change strategy when

A

circumstances dictate could undermine a company’s success.

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17
Q

Organizational development

change methods that focus on:

A
  • people

- the nature and quality of interpersonal work relationships

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18
Q

more effective interpersonal work relationships

A
  1. sensitivity training
  2. team building
  3. intergroup development
  4. process consultation
  5. survey feedback
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19
Q

sensitivity training

A

a method of changing behavior through unstructured group interaction

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20
Q

team building

A

activities that help team members learn how each member thinks and works

21
Q

intergroup development

A

changing the attitudes, stereotypes, and perceptions that work group have about each other

22
Q

process consultation

A

an outside consultant helps the manager understand how interpersonal processes are affecting the way work is being done

23
Q

survey feedback

A

a technique for assessing attitudes and perceptions, identifying discrepancies in these, and resolving the differences by using survey information in feedback groups

24
Q

why do people resist change

A
  1. uncertainty
  2. habit
  3. fear of loss
  4. belief change is inconsistent with goals of organization
25
Q

techniques for reducing resistance to change

A
  1. education and communication
  2. participation
  3. facilitation (tạo điều kiện dễ dàng) and support
  4. negotiation (sự thương lượng)
  5. manipulation and co-optation (sự kết nạp)
  6. coercion (sự ép buộc)
26
Q

Managers can make change happen successfully by

A
  1. making organization change capable
  2. understanding own role
  3. giving employees a role in the change process
27
Q

managers can create a culture of change through

A

understanding the situational factors that facilitate (làm cho dễ) change

28
Q

Conditions that facilitate change

A
  1. dramatic crisis occurs
  2. leadership changes hands
  3. culture is weak
29
Q

strategy for managing cultural change

A
  1. being positive role models
  2. creating new stories, symbols, and
    rituals
  3. selecting, promoting, and supporting employees who adopt the new values
  4. redesigning socialization processes
  5. changing the reward system
  6. clearly specifying expectations
  7. shaking up current subcultures
  8. getting employees to participate in change.
30
Q

Stress

A

the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities

31
Q

Stressors

A

factors that cause stress

32
Q

What Causes Stress?

A
  1. Task demands
  2. Role demands
    - Role conflicts
    - Role overload
    - Role ambiguity
  3. Interpersonal demands
  4. Organization structure
  5. Organizational leadership
33
Q

Managers help employees deal with stress by

A
  1. Ensuring employees’ abilities match job
  2. Improving organizational communication
  3. Using a performance planning program
  4. Redesigning jobs
34
Q

Creativity

A

the ability to combine ideas in a unique way or to make unusual associations between ideas

35
Q

Innovation

A

taking creative ideas and turning them into useful products or work methods

36
Q

Stimulating innovation needs

A
  1. structural variables
  2. culture variables
  3. human resource variables
37
Q

Structural Variables

A
  1. Organic structures
  2. Abundant resources
  3. High interunit communication
  4. Minimal time pressure
  5. Work and nonwork support
38
Q

Cultural Variables

A
  1. Acceptance of ambiguity
  2. Tolerance of the impractical
  3. Low external controls
  4. Tolerance of risks
  5. Tolerance of conflict
  6. Focus on ends
  7. Open-system focus
  8. Positive feedback
39
Q

Important human resource variables include

A
  1. high commitment to training and
    development
  2. high job security
  3. encouraging individuals to be idea champions.
40
Q

When a business approaches innovation with a design-thinking mentality, the emphasis is on

A

getting a deeper understanding of what customers need and want.

41
Q

Disruptive innovation

A

innovations in products, services, or processes that radically change an industry’s rules of the game

42
Q

Sustaining innovation

A

small and incremental changes in established products rather than dramatic breakthroughs

43
Q

Large, established, and highly profitable organizations are most vulnerable to disruptive innovations because

A

they have the most to lose and are most vested in their current markets and technologies.

44
Q

Implications

A
  1. For entrepreneurs
  2. For corporate managers
    - Skunk works: a small group within a large organization, given a high degree of autonomy and unhampered by corporate bureaucracy, whose mission is to develop a project primarily for the sake of radical innovation
  3. For career planning
45
Q

Describe making the case for change.

A

Change agent
External forces
Internal forces

46
Q

Compare and contrast views on the change process.

A
  1. Calm waters metaphor
  2. White water rapids metaphor
  3. Lewin’s three-step model
47
Q

Classify areas of organizational change.

A
  1. Strategy
  2. Structure
  3. Technology
  4. People
48
Q

techniques for stimulating innovation

A
  1. Creativity
  2. Innovation
  3. Design thinking and innovation

Principles of Management (5 decks)

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