Chapter 14: Managing Change

Question 1

Change

Answer 1

Any alteration occurring at work or in the work environment that affects the ways in which employees must act

Question 2

Equilibrium

Answer 2

Equilibrium is the state of relative balance between opposing forces in a social structure

Question 3

Proactive

Answer 3

A manager must be proactive, and dissipating events, indicating change, and taking control of the organizations destiny

Question 4

Reactive

Answer 4

I manager must also be able to respond to events, adapting to change, and tempering the consequences of change

Question 5

Hawthorne effect

Answer 5

The Hawthorne effect is named after the factory with the research took place. This affect means that the mirror observation of a group, or more precisely, the perception of being observed in one’s interpretation of it significance tends to change the group

Question 6

Homo stasis

Answer 6

Homo stasis is when people act to establish a steady state of need fulfillment and to protect themselves from disturbances. They want to maintain their previous sense of competence

Question 7

Intentional change

Answer 7

Here, individuals way positive dimensions that pull them toward something new and policies against negative factors that might include problems, pessimism’s, fears, and shortfalls

Question 8

Psychic cost

Answer 8

Psychic costs are the strain that impose on people as they try to adjust to new change

Question 9

Repetitive change syndrome

Answer 9

A sustained series of smaller matter changes over a period of time, producing cumulative effects that finally overload a persons system

Question 10

Resistant to change

Answer 10

This consists of any employee behaviors design to discredit, delay, or prevent the implementation of work change

Question 11

Chain reaction effect

Answer 11

This is a situation in which a change, other condition, directly affects only one person or a few persons may lead to direct or in direct reaction from many other people

Question 12

Types of resistance

Answer 12

Three types of resistance are logical resistance, psychological resistance, and social logical resistance

Question 13

Logical resistance

Answer 13

This is based on this agreement with the facts, rational reasoning, logic, and science

Question 14

Psychological resistance

Answer 14

This is typically based on emotions, sentiments, and attitudes

Question 15

Sociological resistance

Answer 15

These are based on group values, teamwork, social impact, group interests, norms, and values

Question 16

Transformational leaders

Answer 16

These are managers who initiate bowl strategic changes to position the organization for its future

Question 17

Vision

Answer 17

a crystallize long range image or idea of what can and should be accomplished

Question 18

Charisma

Answer 18

Alien ship characteristic that can help influence employees to take early and sustained action

Question 19

Storytelling

Answer 19

These are engaging and compelling tales the captivate people, talk with her emotions and heartstrings, and provide useful principles that call followers to action

Question 20

Double loop learning

Answer 20

This is the process of developing people’s capacity to learn from the experience of change which will enable relation to continue to change

Question 21

Three stages of change

Answer 21

The three stages of change are unfreezing, changing, refreezing

Question 22

Unfreezing (state of change)

Answer 22

This is one old ideas and practices need to be cast aside some new ones can be learned

Question 23

Changing (state of change)

Answer 23

This is the step and which new ideas, new methods, and new techniques are learned

Question 24

Refreezing (state of change)

Answer 24

This means that what has been learned is integrated into actual practice

Question 25

Organizational development

Answer 25

The systematic application of behavioral science knowledge and various levels to bring about plans of change

Question 26

Humanistic values

Answer 26

Values which are positive believes about the potential and desire for growth among employees

Question 27

Change agent

Answer 27

A change agent usually acts as a catalyst, starting change within the system while remaining somewhat independent of it

Question 28

Action research

Answer 28

I studying one’s own problem-solving process through action research, employees learn how to learn from their experiences

Question 29

Interventions

Answer 29

Structured activities designed to help individuals or groups improve their work effectiveness

Question 30

Appreciative inquiry

Answer 30

This approach turns employee attention away from a negative focus on problems, Miss steps, shortcomings, and blaming. Instead it asks individuals to focus on what they’re working on, what they do well, what do they value, what are their dreams