Chapter 11: Managing Change Flashcards
Are practices that have been around for a long time and invisibly reduce productivity.
Organizational sacred cows.
Is an organization-wide attempt to get rid of practices that serve no useful purpose.
Sacred cow hunt.
Are unnecessary paperwork that are usually forms and reports that cost organizations money to prepare, distribute, and read.
The Paper Cow.
Another area ripe for change is the number and length of meetings.
The Meeting Cow.
Unnecessary deadlines are another source for potential change, and it causes employees to work at a faster than optimal pace, resulting in decreased quality, increased
stress, and increased health problems.
The Speed Cow.
The continual process of upgrading or improving processes.
Evolutionary change.
A “real jolt to the system” that drastically changes the way things are done.
Revolutionary change.
Are people who enjoy change
and often make changes just for the sake of it.
Change Agents.
Are not afraid to change or make changes but want to make changes only if the changes will improve the organization.
Change Analysts.
People who probably will not instigate change but are willing to change.
Receptive changers.
Will certainly not instigate or
welcome change, but they will
change if necessary.
Reluctant changers.
Assessing a new organizational culture involves five (5) steps, which are?
- Needs Assessment
- Determining Executive Direction
- Implementation Considerations
- Training
- Evaluation
Is the process whereby new
employees learn the behaviors and attitudes they need to be
successful in the organization.
Organizational socialization.
Are procedures in which employees participate to become “one of the gang.”
Rituals.
Are communication tools that
convey certain messages to employees.
Symbols.
Is the permanent reduction of a company’s labor force through the elimination of unproductive
workers or divisions.
Downsizing.
In this stage, employees deny that a layoff will actually occur.
Denial stage.
Employees realize that they will be losing their jobs, and they become angry at the organization, their supervisors,
and even their coworkers, especially those who will not be
losing their jobs.
Anger stage.
During this stage, employees start to worry about how they are going to pay bills, feed their families, and find new jobs.
Fear stage.
At this stage, the victims accept that the layoff will occur and are now ready to take steps to secure their future.
Acceptance stage.
Leaders use the available
information to make the decision without consulting their subordinates.
Autocratic I strategy.
Leaders obtain the necessary
information from their subordinates and then make
their own decisions. The leader
may or may not tell the subordinates about the nature
of the problem.
Autocratic Il strategy.
Leaders share the problem on
an individual basis with some
or all of their subordinates. After receiving their input, the
leader makes a decision that
may or may not be consistent
with the thinking of the group.
Consultative I strategy.
Leaders share the problems
with their subordinates as a
group. After receiving the group’s input, the leader makes a decision that may or may not be acceptable to the group.
Consultative II strategy.
