Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Management > Chapter 10 > Flashcards

Chapter 10 Flashcards

- Describe the three forms of change and Lewin’s change model. - Identify the components to the systems approach to change. - Examine the role of organization development as a method of instituting change. - Explain the different approaches to innovation.

1
Q

nature of change in orgs

A
  1. market place becoming more segmented
  2. more competitors are offering targeted products and requiring faster speed to market
  3. some traditional companies may not survive radical change
  4. offshore suppliers are changing the way we work – globalization and outsourcing
  5. knowledge not info is becoming new competitive advantage
  6. employment landscape is shifting, affecting companies and workers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

change

A

moving from an unsatisfactory present state to a desired state
- orgs that do not adapt to change in a timely manner are unlikely to prosper or even survive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

demassification

A

smaller and more specialized groups responding to more narrowly targeted commercial messages

market place is becoming more segmented and moving toward more niche products

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

speedsters

A

firms with the highest speed to market (outperformance in profit and revenue growth)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

accelerators

A

firms ranked in middle for speed to market

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

starters

A

firms with slowest speed to market

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

knowledge worker

A

analytic and problem solving/ abstract reasoning work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

reactive change

A

changes in response to problems or opportunities as they arise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

proactive change

A

planned change, make carefully thought out changes in anticipation of possible or expected problems/opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

forces for change outside the org

A
  • demographic characteristics
  • technological advancement
  • shareholder, customer, and broader stakeholder concerns
  • social and political pressures
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

forces of change inside the org

A
  • human resource concerns
  • managers behavior
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

technology

A

any machine or process that enables org to gain a competitive advantage in putting in changing materials used to produce a finished product.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

benefit corp B

A

company is legally required to adhere to socially beneficial practices (help consumers, employees, and environment)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

creating shared value (CSV)

A

firms can simultaneously tackle global social issues and max shareholder wealth

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

adaptive change

A

reintroduction of familiar practice and implementation of change that has already been experienced within the org
–> easiest to implement and least threatening to employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

innovative change

A

intro of a practice new to the org, but not new to the industry
–> moderately difficult to implement and somewhat threatening to employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

radically innovative change

A

practice that is completely new to the industry
–> very difficult to implement and highly threatening to employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

lewins change model

A
  • unfreeze
  • change
  • refreeze
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

unfreezing

A

creating motivation to change
- managers reduce barriers to change
- managers encourage to let go of attitudes and behaviors that resist innovation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

changing

A

learning new ways of doing things
- tools given to employees for change
- managers provide resources (benchmark results, role models, mentors)
- change is accepted if employees have proactive learning orientation and opennes to change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

refreezing

A

making the new ways normal
- integrated changed attitudes and behaviors to be the norm of doing things
- managers give access to additional coaching and modeling

22
Q

systems approach to change

A

change creates additional change, any change, no matter how small has a rippling effect throughout an org

23
Q

system

A

set of interrelated parts that operate together to achieve a common purpose

24
Q

inputs for systems approach to change

A

why should we change and how willing and able are we to change?

25
Q

readiness for change

A

beliefs, attitudes and intentions of orgs staff regarding extent of the changes needed and how willing and able they are to implement them.
1. how strongly the company needs the proposed change
2. how much top managers support the change
3. how capable employees are of handling the change
4. how pessimistic/ optimistic employees are about consequences of result

26
Q

target elements of change

A
  • people
  • organizational arrangements
  • methods
  • social factors
27
Q

people target element

A

their knowledge, ability, attitudes, motivation and behavior

28
Q

organizational arrangements target element

A

policies and procedures, roles, structure, rewards and physical setting

29
Q

methods target element

A

processes, workflow, job design, and technology

30
Q

social factors target element

A

culture, group processes, interpersonal interactions communication and leadership

31
Q

2 key points of systems approach to change

A
  • any change made in each and every element will ripple across entire org
  • all org change ultimately affects the people in it and vice versa
32
Q

outputs for systems approach to change

A

desired goals of change, has to be consistent with orgs strategic plan
- results can occur at org, group, or individual level, or all 3.
–> org level is the hardest because the change affects a wide variety of target elements

33
Q

feedback of systems approach

A

how is he change working and what alterations need to be made
- compare output before and after change with it being measurable

34
Q

force field analysis

A

determines which forces could facilitate a proposed change and which forces could act against it
1. identify thrusters and counter thrusters– brainstorm separate and select from each category
2. remove most important negative forces and increase positive forces

35
Q

thrusters

A

positive factors

36
Q

counterthrusters

A

negative factors

37
Q

apply systems model of change

A
  1. as an aid during strategic planning process– managers identify orgs vision and strategic goals, while group members consider elements of change when developing actions plans to support the accomplishment of goals
  2. as a diagnostic framework to identify causes of an org problem and propose solutions`
38
Q

innovation

A

new solutions to an existing problem is valuable enough that consumers are willing to pay for it
–> innovations must be new and useful

39
Q

product innovation

A

change in appearance, functionality, or performance of a good or service or creation of a new one

40
Q

process innovation

A

change in the way product is thought of, manufactured, or distributed

41
Q

improvement innovation

A

enhance, or upgrade existing product, service, or process

42
Q

new direction innovation

A

totally new and different approach to goods, services, process, or industry

43
Q

innovation system

A

set of mutually reinforcing structures, processes, and practices that drive an orgs choices around innovation and its ability to innovate successfully
- innovation strategy
- commitment from senior leaders
- innovative culture and climate
- required structures and processes
- necessary human capital
- HR policies, practices, and procedures
- appropriate resources

44
Q

innovation strategy

A

makes a plan more innovative, requires company to integrate its innovation activities into business strats

45
Q

inertia

A

orgs resistance to making stat changes necessary to remain competitive in a changing environment

46
Q

crowdsourcing

A

obtain services, ideas, or content by looking for contributions from a large group of people, typically via internet

47
Q

human capital

A

productivity potential of an individuals knowledge and actions

48
Q

resistance to change

A

emotional or behavioral response to real or imagined threats to an established work routine
1. employee characteristics
2. change agent employee relationship
3. change agent characteristics

49
Q

reasons employees resist change

A
  1. individual predisposition to change
  2. surprise and fear of the unknown
  3. climate of mistrust
  4. fear of failure
  5. loss of status/ job security
  6. peer pressure
  7. disruption of cultural traditions or group relationships
  8. personality conflicts
  9. lack of tact or poor timing
  10. nonreinforcing reward systems
50
Q

focus of innovation

A

improvement innovation and new direction innovation

51
Q

improvement innovation

A

enhance or upgrade an existing product, service, or process

52
Q

new direction innovation

A

totally new or different approach to a product, service, process, or industry

Management (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions