Chapter 15: Organizational Change, Development, and Innovation

Question 1

Change Process and Lewin Change Model

Answer 1

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

Question 2

Organizational Learning vs. A Learning Organization

Answer 2

1. Organizational Learning: process which an organization acquires, develops, transfers knowledge. The two primary methods are: knowledge acquisition, knowledge development
2. Learning Organization: has systems in place for creating, acquiring and transferring knowledge to modify behavior to reflect on new knowledge

Question 3

7 most common reasons for resistance to change

Answer 3

1. Politics + self interest: losing status, power, or even job
2. Low individual tolerance for change: personality of some people make some resistant to change
3. Lack of trust: no trust in the motives behind change
4. Different assessment of situation: believe that the advocates of change misread the situation
5. Strong emotions: change can induce strong emotions in people (helplessness). sometimes even illness
6. Strong organizational identity: believe that they are a guard of the organization’s traditional values
7. A resistant organization culture: if the organization usually rewards tradition, then the people advocating change may be seen as misguided deviants

Question 4

Time and Resistance (4 types of people)

Answer 4

• 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.

Question 5

What is the Force Field Model?

Answer 5

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

Question 6

Organizational Development Techniques (9)

Answer 6

1. Job enrichment
2. Management by Objectives
3. Diversity Training
4. self-managed and cross functional groups
5. empowerment
6. team building
7. survey feedback
8. total quality management
9. re-engineering

Question 7

What is Total Quality Management?

Answer 7

A systemic approach for continuous improvement in quality in an organization’s products/services

Question 8

What are the three PRINCIPLES of Total Quality Management (TQM)?

Answer 8

1. CUSTOMER FOCUS:
   - big focus on providing products and services that fulfull customer needs
   - this requires organization-wide focus on customers
2. CONTINOUS IMPROVEMENT:
   - consistent customer satisfaction only happens when there is relentless improvement of processes that create products and services
3. TEAMWORK:
   - customer satisfaction and continuous improvement only happen when there is collaboration with the org. and customers + suppliers

Question 9

What are the three PRACTICES of Total Quality Management (TQM)?

Answer 9

1. CUSTOMER FOCUS:
   - direct customer contact, collecting customer needs, using info to design and deliver products/services
2. CONTINUOUS IMPROVEMENT:
   - process analysis
   -re-engineering
   -problem-solving
   -plan/do/check/act
3. TEAMWORK:
   - search for arrangement that benefits all units involved
   - formation of various teams
   - group skill training

Question 10

What are the three TECHNIQUES of Total Quality Management (TQM)?

Answer 10

1. CUSTOMER FOCUS:
   - customer survey and focus group
   - translating info into product specialization
2. CONTINUOUS IMPROVEMENT:
   - flow charts
   - pareto analysis
   - statistical process control
   - fishbone diagram
3. TEAMWORK
   - org. development methods
   - team building methods

Question 11

TQM TOOLS? (4)

Answer 11

1. FISHBONE: graphically illustrates the factors that contribute to problem
2. PARETO ANALYSIS: collects frequent data on course of errors and problems
3. FLOWCHARTS of WORK PROCESSES
4. STATISTICAL PROCESS CONTROL: employees receive data on their performance to correct themselves from the standard deviation

Question 12

What is re-engineering?

Answer 12

RADICAL REDESIGN of ORGANIZATIONAL PROCESSES to achieve major improvements in: time, cost, quality, etc

Question 13

what goals are re-engineering oriented towards? (2)

Answer 13

1. Number of steps in process is reduced, making process more efficient
2. Collaboration in the process is enhanced

Question 14

Re-engineering includes what 5 practices?

Answer 14

1. Jobs are redesigned and enriched.
2. Strong emphasis placed on teamwork
3. Work is performed by people who are most logically suited for the task
4. Unnecessary checks and balances are removed
5. Advanced technology is exploited

Question 15

4 things re-engineering needs for it to work:

Answer 15

1. re-engineering requires strong CEO support and transformational leadership qualities
2. organization must first clarify its overall strategy
3. re-engineering must be both broad and deep to have long-lasting effects
4. cannot be done half-heartedly

Question 16

does OD work? (5)

Answer 16

1. most OD efforts are not carefully evaluated
2. most OD techniques have positive impact on productivity, job, and work attitudes
3. works better for white collar than blue collar
4. changes that use more than one technique work better
5. there are great differences across sites for if OD works or not

Question 17

What is the problem with evaluating OD?

Answer 17

1. self-reports of changes after OD might involve unconscious or deliberate attempts to please the change agent
2. Novelty effects or special treatment of participants might produce short-term gains (the Hawthorne effect)
3. organizations may be reluctant to publicize failures.

Question 18

How can we classify innovation? (3)

Answer 18

1. Product Innovation: direct impact on cost, quality, style, and availability of a product or service. they should be obvious to customers
2. Process Innovation: new ways of designing, producing, and delivering services. invisible to customers but helps org. perform more efficiently and effectively
3. Managerial Innovation: new forms of strategy, structure, HR systems, and managerial practices that facilitate organizational change and adaptation. (eg. job enrichment, re-engineering, participation)

Question 19

Definition of Innovation?

Answer 19

process of developing and implementing new ideas into an organization

Question 20

Who invented Velcro? Who invented Post-It Notes?

Answer 20

Velcro: George de Mestral
Post-It Notes: Arthur Fry

Question 21

What is Open Innovation?

Answer 21

• 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

Question 22

What is disruptive innovation?

Answer 22

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