CHAPTER 14- ORGANIZATIONAL DEVELOPMENT Flashcards
the process of improving organizational performance by making organization-wide, rather than individual, changes (Burke, 2014).
Organizational Development
The first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive.
Sacred cow hunt
unnecessary paperwork—usually forms and reports that cost organizations money to prepare, distribute, and read.
Paper Cow
the number and length of meetings
The Meeting Cow
Unnecessary deadlines
Example: work to be done “by tomorrow”
Speed Cow
Lewin (1958) theorized that organizations go through three stages,which are?
unfreezing, moving, and refreezing
In this stage, the organization must convince employees and other stakeholders (e.g., shareholders, the community) that the current state of affairs is unacceptable and that change is necessary
Unfreezing Stage
In this stage, the organization takes steps (e.g., training, new work processes) to move the organization to the desired state
Moving Stage
In this stage, the organization develops ways to keep the new changes in place, such as formalizing new policy and rewarding employees for behaving in a manner consistent with the new change.
Freezing Stage
Carnall (2008) suggests that employees typically go through five stages during major organizational changes, which are..
denial, defense, discarding, adaptation, and internalization.
Duringthis initial stage, employees deny that any changes will actually take place, try to convince themselves that the old way is working, and create reasons why the proposed changes will never work
Stage 1: Denial
Whenemployeesbegintobelievethat change will actually occur, they become defensive and try to justify their positions and ways of doing things
Stage 2: Defense
At some point, employees begin to realize not only that the organization is going to change but that the employees are going to have to change as well. That is, change is inevitable, and it is in the best interest of the employee to discard the old ways and start to accept the change as the new reality.
Stage 3:Discarding
At this stage, employees test the new system, learn how it functions, and begin to make adjustments in the way they perform. Employees spend tremendous energy at this stage and can often become frustrated and angry.
Stge 4: Adaptation
In this final stage,employees have become immersed in the new culture and comfortable with the new system and have accepted their new coworkers and work environment.
Stage 5: Iternalization
the continual process of upgrading or improving processes; for example, the unpopular changes from Windows XP to Vista and Windows 7 to Windows 8, a change in the supervisor to whom one reports, or a change in how to submit travel receipts for reimbursement.
Evolutionary Change
“real jolt to the system” that drastically changes the way things are done.
Examples might include developing a brand-new product line that requires a vastly different skill set, completely changing the organizational structure, or organizational misconduct (e.g., Enron, Adelphia, Arthur Andersen) that causes an organization to completely change its ethical policies and behavior.
Revolutionary Change
people who enjoy change and often make changes just for the sake of it
Change Agents
A person who is not afraid of change but makes changes only when there is a compelling reason to do so.
Change Analyst
A person who is willing to change.
Receptive changer
A person who will initially resist change but will eventually go along with it.
Reluctant changer
A person who hates change and will do anything to keep change from occurring.
Change resister
Often referred to as corporate culture or corporate climate, it comprises the shared values, beliefs, and traditions that exist among individuals in organizations
Organizational Culture
Steps in assessing the new culture
Needs Assessment
Determining Executive Direction
Implementation Considerations
Training
Evaluation of the New Culture
The process whereby new employees learn the behaviors and attitudes they need to be successful in an organization.
Organizational socialization
Procedures in which employees participate to become “one of the gang.”
Rituals
Organizational behaviors or practices that convey messages to employees
Symbols
Factors in Making the Decision to Empower
Importance of Decision Quality
Leader Knowledge of the problem Area
Structure of the Problem
Importance of Decision Acceptance
Probability of Decision Acceptance
Subordinate Trust and Motivation
Probability of Subordinate Conflict
Decision-Making Strategies Using the Vroom–Yetton Model
Autocratic I, Autocratic II, Consultative I, Consultative II, or Group I.
Leaders use available information to make a decision without consulting their subordinate
This is an effective strategy when the leader has the necessary information and when acceptance by the group either is not important or is likely to occur regardless of the decision.
Autocratic I strategy
Leaders obtain necessary information from their subordinates and then make their own decision.
The purpose of this strategy is for leaders to obtain information they need to make a decision even though acceptance of the solution by the group is not important.
Autocratic II strategy
Leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group.
This strategy is especially useful in situations in which it is important for the group to accept the decision but in which the group members may not agree regarding the best decision.
Consultative I strategy
Leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group.
This strategy is used when acceptance of the decision by the group is important and when the individual group members are likely to agree with one another about the best solution.
Consultative II strategy
Leaders share the problem with the group and let the group reach a decision or solution.
This strategy is effective when group acceptance of the decision is important and when the group can be trusted to arrive at a decision that is consistent with the goals of the organization.
Group I strategy
A chart made for each employee that shows what level of input the employee has for each task.
Empowerment chart
A work schedule that allows employees to choose their own work hours.
Flextime
Flextime can be arranged in many ways, but all share the same three basic components which are?
bandwidth, core hours,andflexible hours.
The total number of potential work hours available each day.
Bandwidth
The hours in a flextime schedule during which every employee must work.
typically consist of the hours during which an organization is busiest with its outside contacts
Core hours
The part of a flextime schedule in which employees may choose which hours to work.
are those that remain in the bandwidth and in which the employee has a choice of working
Flexible hours
A flextime schedule in which employees can choose their own hours without any advance notice or scheduling.
Gliding time
A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.
Flexitour
A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance.
Modified flexitour
Work schedules in which 40 hours are worked in less than the traditional five-day workweek.
Compressed workweeks
certain employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who work full time. Thus, an employee will make more per hour than her full-time counterpart, although she will make less money per day.
peak-time pay
A scheduling practice in which employees work on an irregular or as-needed basis.
Casual work
A work schedule in which two employees share one job by splitting the work hours.
Job sharing
Working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other off-site media.
Telecommuting
At these centers, employees from a variety of organizations share office space close to their homes but are connected electronically to their respective organizations.
Telebusiness center
Also called “temps”—employees hired through a temporary employment agency.
Temporary employees
The process of having certain organizational functions performed by an outside vendor rather than an employee in the organization.
Outsourcing
Afterreceivingwordofbeing laid off, employees go through four stages that are similar to the stages of change which are?
Denial
Anger
Fear
Acceptance
The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.
Denial stage
The second stage of emotional reaction to downsizing, in which employees become angry at the organization.
Anger stage
The third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially
Fear Stage
The fourth and final stage of emotional reaction to downsizing, in which employees accept that layoffs will occur and are ready to take steps to secure their future.
Acceptance
Employees who lose their jobs due to a layoff.
Victims
Employees who retain their jobs following a downsizing.
Survivors
