Chapter 6: Organizational Change and Development Flashcards
A system of planned interventions designed to change an organization’s structure and/or
processes to achieve a higher level of functioning
Organization development
Refers to any alteration in organizational structures, processes, or strategies.
Organizational change
DIFFERENT FACTORS DRIVING ORGANIZATIONAL CHANGE (8)
Technology
Cultural Diversity
Emergence of advanced communication technologies
Globalization and Global Competition
Redistribution of Economic Power
Consumer Needs
Government Deregulation
Environmental Standards
Seeks to create significant, fundamental shifts in how an organization operates and organizes itself.
Transformational Change
Introduces small, but meaningful changes to an organization’s systems, processes, and structures
Incremental Change
Seeks to build on existing processes, structures, and capabilities of an organization in order to bring about meaningful improvements
Developmental Change
Involves making corrections or improvements to existing systems, processes, and structures in order to bring about more efficient and effective operations troubleshooting and problem solving.
Remedial Change
Making adjustments to existing processes and systems in order to improve efficiency and effectiveness
Process and System Change
Focuses on transforming the organization’s culture, values, and behaviors in order to drive greater efficiency and effectiveness
People and Culture Change
Alters the way an organization is structured in order to improve efficiency and effectiveness
Structural Change
Involves merging or acquisition of two or more business
Merger and Acquisition Change
Involves splitting of an organization into two or more separate entities
De-merger Change
Reducing the size of an organization
Downsizing
Moving of an organization or parts of it to a new location
Relocation Change
Making modifications to the organization’s brand or public image, in order to create a more compelling and attractive image
Rebranding Change
Systematic approaches used to enhance
organizational effectiveness, employee well-being, and productivity.
ORGANIZATIONAL INTERVENTIONS
3 LEVELS OF ORGANIZATIONAL INTERVENTIONS
Individual
Group
Organizational
Modifying job roles/ responsibilities.
Job Variety
High degree of control over work and feedback on performance enhance motivation.
Motivation
Focuses on enhancing employees’ faith in their abilities, judgment, and decision making.
Self- Efficacy
Fosters resilience, optimism, and motivation.
Hope
Identifying employees strengths to leverage it and incorporate it to their personal development plan.
Personal Development
Leveraging employee’s strengths
Strength-Based Development
3 steps of Strength-Based Development
Identification
Integration
Behavior Change
Through the use of MBTI and the likes of such, it identifies the cognitive style and preference of an individual
Metaperspective
Systematically collecting and providing information to employees, teams, or leaders to improve performance, behavior, or
processes
Feedback
Ability to see a situation from the other’s point of view.
Relativistic Thinking
Teams need time to coalesce into a working unit so that the development of interpersonal relationships can commence.
Team Building
Focuses on working with handling and valuing diversity.
Group Processes
Aims to enhance the ability of individuals, teams, and organizations to withstand, adapt, and thrive in the face of challenge, change and uncertainties.
Resilience
Empowering front-line staff and encouraging decision-making at lower levels.
Participatory Management
Recent organizational interventions often focus on positive outcomes, encouraging proactivity and open communication.
Culture
Change from conservative to a more open culture.
Open Culture
Employees are given liberty to customize their own work.
Empowerment and Self-Organization
The process of designing and implementing change
Change management:
A specialized field focusing on designing and
managing change
Organizational development
An expert in change management processes
OD consultant
An employee who creates change from within the organization
Internal consultant
An OD specialist hired for short-term, major change efforts
External consultant
For dysfunctional organizations needing transformational change.
Deficit-based change
For high-performing organizations needing
incremental improvements
Abundance-based change
Relies on leader/s to design changes and instruct others
Top-down change
Involves employees in the design process of
change
Bottom-up
Assumes people resist change, sees employees as objects to be managed
Conventional mindset
Assumes people embrace change when
respected, sees employees as partners
Positive/appreciative mindset
Intense, positively framed discussions that help people to develop common ground as they work together to co-create a positive vision of an ideal future for their organization.
Appreciative conversations
AI’s 5-D Cycle
Define
Discover
Dream
Design
Destiny
Treats organizations as constantly evolving systems that adapt to their environment like
living organisms.
Complex Adaptive Systems (CAS)
CAS-based technique where large groups discuss change topics
Open Space Technology
Employees empowered to drive innovation from within.
Change agents
