CHAPTER 14- ORGANIZATIONAL DEVELOPMENT

Question 1

the process of improving organizational performance by making organization-wide, rather than individual, changes (Burke, 2014).

Answer 1

Organizational Development

Question 2

The first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive.

Answer 2

Sacred cow hunt

Question 3

unnecessary paperwork—usually forms and reports that cost organizations money to prepare, distribute, and read.

Answer 3

Paper Cow

Question 4

the number and length of meetings

Answer 4

The Meeting Cow

Question 5

Unnecessary deadlines
Example: work to be done “by tomorrow”

Answer 5

Speed Cow

Question 6

Lewin (1958) theorized that organizations go through three stages,which are?

Answer 6

unfreezing, moving, and refreezing

Question 7

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

Answer 7

Unfreezing Stage

Question 8

In this stage, the organization takes steps (e.g., training, new work processes) to move the organization to the desired state

Answer 8

Moving Stage

Question 9

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.

Answer 9

Freezing Stage

Question 10

Carnall (2008) suggests that employees typically go through five stages during major organizational changes, which are..

Answer 10

denial, defense, discarding, adaptation, and internalization.

Question 11

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

Answer 11

Stage 1: Denial

Question 12

Whenemployeesbegintobelievethat change will actually occur, they become defensive and try to justify their positions and ways of doing things

Answer 12

Stage 2: Defense

Question 13

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.

Answer 13

Stage 3:Discarding

Question 14

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.

Answer 14

Stge 4: Adaptation

Question 15

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.

Answer 15

Stage 5: Iternalization

Question 16

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.

Answer 16

Evolutionary Change

Question 17

“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.

Answer 17

Revolutionary Change

Question 18

people who enjoy change and often make changes just for the sake of it

Answer 18

Change Agents

Question 19

A person who is not afraid of change but makes changes only when there is a compelling reason to do so.

Answer 19

Change Analyst

Question 20

A person who is willing to change.

Answer 20

Receptive changer

Question 21

A person who will initially resist change but will eventually go along with it.

Answer 21

Reluctant changer

Question 22

A person who hates change and will do anything to keep change from occurring.

Answer 22

Change resister

Question 23

Often referred to as corporate culture or corporate climate, it comprises the shared values, beliefs, and traditions that exist among individuals in organizations

Answer 23

Organizational Culture

Question 24

Steps in assessing the new culture

Answer 24

Needs Assessment
Determining Executive Direction
Implementation Considerations
Training
Evaluation of the New Culture

Question 25

The process whereby new employees learn the behaviors and attitudes they need to be successful in an organization.

Answer 25

Organizational socialization

Question 26

Procedures in which employees participate to become “one of the gang.”

Answer 26

Rituals

Question 27

Organizational behaviors or practices that convey messages to employees

Answer 27

Symbols

Question 28

Factors in Making the Decision to Empower

Answer 28

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

Question 29

Decision-Making Strategies Using the Vroom–Yetton Model

Answer 29

Autocratic I, Autocratic II, Consultative I, Consultative II, or Group I.

Question 30

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.

Answer 30

Autocratic I strategy

Question 31

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.

Answer 31

Autocratic II strategy

Question 32

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.

Answer 32

Consultative I strategy

Question 33

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.

Answer 33

Consultative II strategy

Question 34

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.

Answer 34

Group I strategy

Question 35

A chart made for each employee that shows what level of input the employee has for each task.

Answer 35

Empowerment chart

Question 36

A work schedule that allows employees to choose their own work hours.

Answer 36

Flextime

Question 37

Flextime can be arranged in many ways, but all share the same three basic components which are?

Answer 37

bandwidth, core hours,andflexible hours.

Question 38

The total number of potential work hours available each day.

Answer 38

Bandwidth

Question 39

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

Answer 39

Core hours

Question 40

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

Answer 40

Flexible hours

Question 41

A flextime schedule in which employees can choose their own hours without any advance notice or scheduling.

Answer 41

Gliding time

Question 42

A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.

Answer 42

Flexitour

Question 43

A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance.

Answer 43

Modified flexitour

Question 44

Work schedules in which 40 hours are worked in less than the traditional five-day workweek.

Answer 44

Compressed workweeks

Question 45

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.

Answer 45

peak-time pay

Question 46

A scheduling practice in which employees work on an irregular or as-needed basis.

Answer 46

Casual work

Question 47

A work schedule in which two employees share one job by splitting the work hours.

Answer 47

Job sharing

Question 48

Working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other off-site media.

Answer 48

Telecommuting

Question 49

At these centers, employees from a variety of organizations share office space close to their homes but are connected electronically to their respective organizations.

Answer 49

Telebusiness center

Question 50

Also called “temps”—employees hired through a temporary employment agency.

Answer 50

Temporary employees

Question 51

The process of having certain organizational functions performed by an outside vendor rather than an employee in the organization.

Answer 51

Outsourcing

Question 52

Afterreceivingwordofbeing laid off, employees go through four stages that are similar to the stages of change which are?

Answer 52

Denial
Anger
Fear
Acceptance

Question 53

The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.

Answer 53

Denial stage

Question 54

The second stage of emotional reaction to downsizing, in which employees become angry at the organization.

Answer 54

Anger stage

Question 55

The third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially

Answer 55

Fear Stage

Question 56

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.

Answer 56

Acceptance

Question 57

Employees who lose their jobs due to a layoff.

Answer 57

Victims

Question 58

Employees who retain their jobs following a downsizing.

Answer 58

Survivors