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HRESD > Chapter 6: Organizational Change and Development > Flashcards

Chapter 6: Organizational Change and Development Flashcards

1
Q

A system of planned interventions designed to change an organization’s structure and/or
processes to achieve a higher level of functioning

A

Organization development

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2
Q

Refers to any alteration in organizational structures, processes, or strategies.

A

Organizational change

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3
Q

DIFFERENT FACTORS DRIVING ORGANIZATIONAL CHANGE (8)

A

Technology
Cultural Diversity
Emergence of advanced communication technologies
Globalization and Global Competition
Redistribution of Economic Power
Consumer Needs
Government Deregulation
Environmental Standards

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4
Q

Seeks to create significant, fundamental shifts in how an organization operates and organizes itself.

A

Transformational Change

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5
Q

Introduces small, but meaningful changes to an organization’s systems, processes, and structures

A

Incremental Change

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6
Q

Seeks to build on existing processes, structures, and capabilities of an organization in order to bring about meaningful improvements

A

Developmental Change

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7
Q

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.

A

Remedial Change

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8
Q

Making adjustments to existing processes and systems in order to improve efficiency and effectiveness

A

Process and System Change

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9
Q

Focuses on transforming the organization’s culture, values, and behaviors in order to drive greater efficiency and effectiveness

A

People and Culture Change

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10
Q

Alters the way an organization is structured in order to improve efficiency and effectiveness

A

Structural Change

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11
Q

Involves merging or acquisition of two or more business

A

Merger and Acquisition Change

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12
Q

Involves splitting of an organization into two or more separate entities

A

De-merger Change

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13
Q

Reducing the size of an organization

A

Downsizing

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14
Q

Moving of an organization or parts of it to a new location

A

Relocation Change

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15
Q

Making modifications to the organization’s brand or public image, in order to create a more compelling and attractive image

A

Rebranding Change

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16
Q

Systematic approaches used to enhance
organizational effectiveness, employee well-being, and productivity.

A

ORGANIZATIONAL INTERVENTIONS

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17
Q

3 LEVELS OF ORGANIZATIONAL INTERVENTIONS

A

Individual
Group
Organizational

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18
Q

Modifying job roles/ responsibilities.

A

Job Variety

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19
Q

High degree of control over work and feedback on performance enhance motivation.

A

Motivation

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20
Q

Focuses on enhancing employees’ faith in their abilities, judgment, and decision making.

A

Self- Efficacy

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21
Q

Fosters resilience, optimism, and motivation.

A

Hope

22
Q

Identifying employees strengths to leverage it and incorporate it to their personal development plan.

A

Personal Development

23
Q

Leveraging employee’s strengths

A

Strength-Based Development

24
Q

3 steps of Strength-Based Development

A

Identification
Integration
Behavior Change

25
Q

Through the use of MBTI and the likes of such, it identifies the cognitive style and preference of an individual

A

Metaperspective

26
Q

Systematically collecting and providing information to employees, teams, or leaders to improve performance, behavior, or
processes

A

Feedback

27
Q

Ability to see a situation from the other’s point of view.

A

Relativistic Thinking

28
Q

Teams need time to coalesce into a working unit so that the development of interpersonal relationships can commence.

A

Team Building

29
Q

Focuses on working with handling and valuing diversity.

A

Group Processes

30
Q

Aims to enhance the ability of individuals, teams, and organizations to withstand, adapt, and thrive in the face of challenge, change and uncertainties.

A

Resilience

31
Q

Empowering front-line staff and encouraging decision-making at lower levels.

A

Participatory Management

32
Q

Recent organizational interventions often focus on positive outcomes, encouraging proactivity and open communication.

A

Culture

33
Q

Change from conservative to a more open culture.

A

Open Culture

34
Q

Employees are given liberty to customize their own work.

A

Empowerment and Self-Organization

35
Q

The process of designing and implementing change

A

Change management:

36
Q

A specialized field focusing on designing and
managing change

A

Organizational development

37
Q

An expert in change management processes

A

OD consultant

38
Q

An employee who creates change from within the organization

A

Internal consultant

39
Q

An OD specialist hired for short-term, major change efforts

A

External consultant

40
Q

For dysfunctional organizations needing transformational change.

A

Deficit-based change

41
Q

For high-performing organizations needing
incremental improvements

A

Abundance-based change

42
Q

Relies on leader/s to design changes and instruct others

A

Top-down change

43
Q

Involves employees in the design process of
change

A

Bottom-up

44
Q

Assumes people resist change, sees employees as objects to be managed

A

Conventional mindset

45
Q

Assumes people embrace change when
respected, sees employees as partners

A

Positive/appreciative mindset

46
Q

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.

A

Appreciative conversations

47
Q

AI’s 5-D Cycle

A

Define
Discover
Dream
Design
Destiny

48
Q

Treats organizations as constantly evolving systems that adapt to their environment like
living organisms.

A

Complex Adaptive Systems (CAS)

49
Q

CAS-based technique where large groups discuss change topics

A

Open Space Technology

50
Q

Employees empowered to drive innovation from within.

A

Change agents

HRESD (7 decks)

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