Changes In An Organization Flashcards
Is the planned PROCESS OF CHANGE in an organization’s culture through the utilization of behavior science techniques, research, and theory (Burke, 1994)
Organizational Development
This is when the leader IDENTIFIES an undesirable situation and seeks to CHANGE it
Start Point
Making organizations function better
Focus
Actions - achieving results through planned activities
Orientation
1 of the FOUR MAJOR STEMS OF OD, participants LEARN FROM THEIR OWN ACTIONS and the group’s evolving dynamics
T-Group (Lab Training)
2 of the FOUR MAJOR STEMS OF OD, developing RELIABLE QUESTIONNAIRES, collecting data from personnel, analyzing it for trends, and feeling the results back to everyone for action and planning
Survey Feedback Technology
3 of the FOUR MAJOR STEMS OF OD, taking ACTION, RE-DIAGNOSING, and taking new action
Action Research Diagnosing
4 of the FOUR MAJOR STEMS OF OD, integrate SOCIAL requirements of employees with technical requirements needed to do work in provided environment
Sociotechnical & Socioclinical Approaches
The FIRST step in the organizational change, in which employees look for practices and policies that WASTE TIME and are UNPRODUCTIVE
Sacred Cow Hunt
Unnecessary PAPERWORK, usual forms and reports that cost organization money to prepare, distribute and read
PAPER Cow
How much meeting TIME was spent and wasted doing business as opposed to socializing
MEETING Cow
Unnecessary DEADLINES, requiring work to be done “by tomorrow” is sometimes unnecessary
SPEED cow
Org must convince employees and other stake holders that the current state of affairs is UNACCEPTABLE and that CHANGE is NEEDED
Unfreezing
The org takes steps to MOVE the organization to the desired state
Moving
The org develops ways to KEEP the new change in place such as formalizing NEW POLICY & REWARDING employees for behaving in a manner consistent with the new change
Refreezing
Stage wherein the employee DENIES any changes will actually take place
Denial
Employee BEGINS TO BELIEVE that change will actually occur
Defense
Employee begins to realize not only that the organization is going to change but that the employees are GOING TO HAVE TO CHANGE as well
Discarding
At this stage, employees TEST the new system, learn how it functions and begin to MAKE ADJUSTMENTS
Adaptation
In this final stage, employees have been IMMERSED in the new culture
Internalization
CONTINUAL process of upgrading or improving
EVOLUTIONARY change
“Real Jolt to the System” that drastically changes the way things are done
PROCESS change
People who ENJOY change and often make changes just for the sake of it
Change AGENTS
People who are NOT AFRAID of change but only want to make changes if it will improve the organization
Change ANALYSTS
People who will probably NOT INSTIGATE change but are willing to change
RECEPTIVE changers
People who will not certainly instigate or welcome change but they will change IF NECESSARY
RELUCTANT changers
People who HATES change, are SCARED of it and will do anything to keep change from occurring
Change RESISTERS
Comprises the shared values, beliefs and traditions that exists among individuals in an organization (Schein, 2010; Weber, 1996)
Organizational Culture
A work schedule that allows employees to CHOOSE their own work hours
Flexitime
The hours in a flexitime schedule during which every employee MUST WORK
Core Hours
Part of a flexitime schedule in which employees may choose WHICH HOURS to work
Flexible Hours
A flexitime schedule in which employees can choose their own hours WITHOUT any advice notice or schedule
Gliding Time
Pay that is equivalent to one month pay or at least one-half month pay for every year of service, whichever is higher
Separation Pay
The services or the employee are in EXCESS of what is reasonably demanded by the actual requirements of the enterprise
Redundancy
