Chapter 15: Organizational Change, Development, and Innovation Flashcards
Change Process and Lewin Change Model
This model describes the three basic steps of the sequence/process of change:
1. Unfreezing:
- recognizing that current state of affairs is unsatisfactory
2. Changing: implementing programs to change current state to satisfactory
3. Refreezing: newly developed behavior, attitudes, structures becoming enduring part of organization
Organizational Learning vs. A Learning Organization
- Organizational Learning: process which an organization acquires, develops, transfers knowledge. The two primary methods are: knowledge acquisition, knowledge development
- Learning Organization: has systems in place for creating, acquiring and transferring knowledge to modify behavior to reflect on new knowledge
7 most common reasons for resistance to change
- Politics + self interest: losing status, power, or even job
- Low individual tolerance for change: personality of some people make some resistant to change
- Lack of trust: no trust in the motives behind change
- Different assessment of situation: believe that the advocates of change misread the situation
- Strong emotions: change can induce strong emotions in people (helplessness). sometimes even illness
- Strong organizational identity: believe that they are a guard of the organization’s traditional values
- A resistant organization culture: if the organization usually rewards tradition, then the people advocating change may be seen as misguided deviants
Time and Resistance (4 types of people)
- There is a considerable difference in how people react to change so it is CRITICAL to foster positive perceptions for change early and sustain them overtime
4 TYPES OF PEOPLE:
1. CHAMPIONS: welcomed change, maintained support
2. DOUBTERS: did not welcome change, and persisting in their resistance
3. CONVERTS: resistant at first, but come to see value in change
4. DEFECTORS: initial change in support, change over time.
What is the Force Field Model?
There are forces that PROMOTE change and there are forces that RESIST change.
- The sum of promoting forces must be greater than the sum of forces resisting change!
Manager can either: add more forces for change, or subtract forces that are resisting change
Organizational Development Techniques (9)
- Job enrichment
- Management by Objectives
- Diversity Training
- self-managed and cross functional groups
- empowerment
- team building
- survey feedback
- total quality management
- re-engineering
What is Total Quality Management?
A systemic approach for continuous improvement in quality in an organization’s products/services
What are the three PRINCIPLES of Total Quality Management (TQM)?
- CUSTOMER FOCUS:
- big focus on providing products and services that fulfull customer needs
- this requires organization-wide focus on customers - CONTINOUS IMPROVEMENT:
- consistent customer satisfaction only happens when there is relentless improvement of processes that create products and services - TEAMWORK:
- customer satisfaction and continuous improvement only happen when there is collaboration with the org. and customers + suppliers
What are the three PRACTICES of Total Quality Management (TQM)?
- CUSTOMER FOCUS:
- direct customer contact, collecting customer needs, using info to design and deliver products/services - CONTINUOUS IMPROVEMENT:
- process analysis
-re-engineering
-problem-solving
-plan/do/check/act - TEAMWORK:
- search for arrangement that benefits all units involved
- formation of various teams
- group skill training
What are the three TECHNIQUES of Total Quality Management (TQM)?
- CUSTOMER FOCUS:
- customer survey and focus group
- translating info into product specialization - CONTINUOUS IMPROVEMENT:
- flow charts
- pareto analysis
- statistical process control
- fishbone diagram - TEAMWORK
- org. development methods
- team building methods
TQM TOOLS? (4)
- FISHBONE: graphically illustrates the factors that contribute to problem
- PARETO ANALYSIS: collects frequent data on course of errors and problems
- FLOWCHARTS of WORK PROCESSES
- STATISTICAL PROCESS CONTROL: employees receive data on their performance to correct themselves from the standard deviation
What is re-engineering?
RADICAL REDESIGN of ORGANIZATIONAL PROCESSES to achieve major improvements in: time, cost, quality, etc
what goals are re-engineering oriented towards? (2)
- Number of steps in process is reduced, making process more efficient
- Collaboration in the process is enhanced
Re-engineering includes what 5 practices?
- Jobs are redesigned and enriched.
- Strong emphasis placed on teamwork
- Work is performed by people who are most logically suited for the task
- Unnecessary checks and balances are removed
- Advanced technology is exploited
4 things re-engineering needs for it to work:
- re-engineering requires strong CEO support and transformational leadership qualities
- organization must first clarify its overall strategy
- re-engineering must be both broad and deep to have long-lasting effects
- cannot be done half-heartedly
does OD work? (5)
- most OD efforts are not carefully evaluated
- most OD techniques have positive impact on productivity, job, and work attitudes
- works better for white collar than blue collar
- changes that use more than one technique work better
- there are great differences across sites for if OD works or not
What is the problem with evaluating OD?
- self-reports of changes after OD might involve unconscious or deliberate attempts to please the change agent
- Novelty effects or special treatment of participants might produce short-term gains (the Hawthorne effect)
- organizations may be reluctant to publicize failures.
How can we classify innovation? (3)
- Product Innovation: direct impact on cost, quality, style, and availability of a product or service. they should be obvious to customers
- Process Innovation: new ways of designing, producing, and delivering services. invisible to customers but helps org. perform more efficiently and effectively
- Managerial Innovation: new forms of strategy, structure, HR systems, and managerial practices that facilitate organizational change and adaptation. (eg. job enrichment, re-engineering, participation)
Definition of Innovation?
process of developing and implementing new ideas into an organization
Who invented Velcro? Who invented Post-It Notes?
Velcro: George de Mestral
Post-It Notes: Arthur Fry
What is Open Innovation?
- successful innovation firms go directly to clients, users, and customers to attain ideas for products and services (eg. hackathon, potential scholarships for giving ideas)
- info can be extracted from envo by hiring multicultural people
- putting R&D in different locations
- letting go of the secrecy frequently associated with the process and invite input from variety of sources
What is disruptive innovation?
Ideas produced from outsiders (start-ups) instead of market-leading companies
- the business environment of market-leaders does not allow for them to produce disruptive innovation because they are not profitable enough at first
