Chapter 3 Deck 2 Flashcards
According to Organizational Change Chapter Three, the cognitive approach ?
it emphasizes the subjective dynamic of change, focusing on the way organizational actors (particularly managers) view and interpret issues, and how these views and interpretations in turn influence how they and the organization change.
According to Organizational Change Chapter Three, Social dynamics focuses on_________?
the micro changes that take place daily as people go about doing their work.
According to Organizational Change Chapter Three, Discourse is about _______________?
Storytelling, and peoples as narrators, it is about telling the human experience and how we make sense of the world
According to Organizational Change Chapter Three, two particularly important and complex dimensions of change relevant to current discussions are _____________?
Organizational culture and Political dimensions of change
According to Organizational Change Chapter Three, Selick characterized organizational culture as?
a shared frame of reference for the organization and its members
According to Organizational Change Chapter Three, what is the best way to achieve a change in organizational culture ?
give organizational members an active clear role in designing and implementing the change.
According to Organizational Change Chapter Three, what is essential for leading change ?
understanding the interplay between the external world and organizational culture change.
According to Organizational Change Chapter Three, Pettigrew suggest that the organizational change process often involves divergent interests competing for organizational recourses. indeed, much like the cultural dynamic, change often involves conflict between?
organizational actors or groups?
According to Organizational Change Chapter Three, Organizations have a tendency to replicate what they see elsewhere, the replication of programs, structures or processes from other organizations is called ______________?
isomorphism
According to Organizational Change Chapter Three, what is a sobering motivator for change in many modern police organization?
the presence or threat of external intervention
