EXAM 2: Chapter 8 - Organizational Change

Question 1

Classical Theory

Answer 1

Basic Components of Any Organization People Differentiated Activities Cooperation toward GOAL Authority

Question 2

Neo Classical Theory

Answer 2

A more humanistic approach Questions the rigidity of classical theory Critiqued the four classical principles

Question 3

Seven Basic Parts of Organization

Answer 3

Operating Core Strategic Apex Middle line Technostructure Support Staff Ideology Politics

Question 4

Theories of Org. Change

Answer 4

Structural Theory: Definition: Sum total of the ways in which labor or work is divided into distinct tasks and the ways these tasks are coordinated to achieve efficiency and control.

Question 5

Roles

Answer 5

Expectations of the role set for a job holder “Role episodes”: how we learn roles Role differentiation: Extent to which different roles are performed by employees in the same subgroup. Role conflict Role overload

Question 6

Norms

Answer 6

Shared expectations of a group May agree with, be different than, or be unrelated to organizational goals Enforced by positive reinforcement or by punishment Hawthorne studies: “binging” Exclusion from group activities Deviation over time = isolation

Question 7

Organizational Culture

Answer 7

Shared Values, Beliefs, and Traditions that exist among individuals in the organization

Question 8

The Change Curve

Answer 8

Question 9

Stages of Change

Answer 9

Unawareness Awareness Understanding Adoption Sustaining

Question 10

Organizational Stages

Answer 10

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Question 11

Employee Stages

Answer 11

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Question 12

Components of Effective Change

Answer 12

Good timing and ideas, generally accepted

Question 13

The Success Equation

Answer 13

D x V x F > R (maybe she wrote it on the board but apparently I did not write it down)

If D (Dissatisfcation with how things are now) times V (Vision of what is possible) times F (First, concrete steps that can be taken for vision) is greater than R (Resistance) then change is possible.

Question 14

Change Management

Answer 14

“The people side of Change”

• Structured and Intentional
• Research-based processes, tools, and techniques
• Focused on readiness, willingness, and capability

increases usage and adoption of how work will be done tomorrow by suporting employee’s transition.

Question 15

The Change Process

Answer 15

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Question 16

Resistance Curve

Answer 16

Question 17

Why do people resist change

Answer 17

Vested interest of organizational members Fear of uncertainty Misunderstandings Social Disruption inconvenience Organizational Incompatibility Lack of top-level support and commitment Rejection of outsiders

Question 18

Value of repeatable Model for change

Answer 18

Used by project teams to manage the people-side of system, process, and organizational changes

Question 19

Downsizing

Answer 19

The process by which an organization reduces its number of employees to achieve greater overall efficiency

Question 20

Outsourcing

Answer 20

Process of eliminating jobs within the organization by having those work functions contracted to other organizations

Question 21

Offshoring

Answer 21

The process of elimination jobs within the organization by having those work functions performed in cheaper labor markets overseas (offshores)

Question 22

Mergers and Acquisition

Answer 22

Organizational Merger: joining or combining of two organizations of approximately equal status and power Acquisition: The process by which one organization acquires or subsumes the resources of a second organization

Question 23

Global Organizations

Answer 23

Physical locations and employees are distributed throughout the world in addition to being an organization.

Question 24

Leveraging I/O knowledge

Answer 24

Stakeholder identification and engagement Influence and commitment Training and development Needs assessment, learning theory Organization and job design Job analysis, span of control, org structure Behavior change Antecedents and consequences Identify and overcome resistance Personality, communication Group and Team behavior Virtual teams, conflict, decision making

Question 25

Holistic Approach to Org. Change

Answer 25

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Question 26

Trends in Change Management

Answer 26

Positive Trends Greater awareness of the need for and value of change management Increased use of methodologies, tools, and language More engagement and earlier integration with project management More resources and positions devoted to change management Greater demand for change management training and certification Increased leadership support for change management Negative trend Underestimation and allocation of change management resources

Question 27

Organizational Responsibility

Answer 27

A standard of organizational performance that recognizes the need for organizations to contribute to economic, social, and environmental welfare.

Question 28

Advantages of Locations for change management

Answer 28

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Question 29

Greatest contributors for successful change management

Answer 29

Active, visible executive sponsorship Frequent, open communication about the change Structured change management approach Dedicated change management resources and funding Employee engagement and participation Engagement with and support from middle management