Chapter 18: Organizational Change and Stress Management Flashcards
change
making things different
planned change
change activities that are intentional and goal-oriented
change agents
persons who act as catalysts and assume the responsibility for managing change activities
overcoming resistance to change
1) communication
2) participation
3) building support and commitment
4) develop positive relationships
5) implementing changes fairly
6) manipulation and cooptation
7) selecting people who accept change
8) coercion
driving forces
forces that direct behavior away from the status quo
restraining forces
forces that hinder movement from the existing equilibrium
action research
a change process based on systematic collection of data and the selection of a change action based on what the analyzed data indicate
organizational development
a collection of planned change interventions
built on humanistic-democratic values
seeks to improve organizational effectiveness and employee well-being
sensitivity training
training that seeks to change behavior through UNSTRUCTURED group interaction
survey feedback
the use of questionnaires to identify discrepancies among member perceptions
discussion follows, and remedies are suggested
process consultation
a meeting in which a consultant assists a client in understanding process events with which he or she must deal identifying processes that need improvement
team building
high interaction among team members to increase trust and openness
intergroup development (between groups)
organizational development efforts to change the attitudes, stereotypes, and perceptions that groups have of each other
appreciative inquiry (performance improvement)
an approach that seeks to identify the unique qualities and special strenghts of an organization, which can then be built on to improve performance
paradox theory
the theory that the key paradox in management is that there is no final optimal status for an organization
