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Organizational theory and dynamics > Lecture 4 & 5 & 6 > Flashcards

Lecture 4 & 5 & 6 Flashcards

1
Q

Scale of change

A

incremental or discontinuous

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2
Q

Span of change

A

Modular or Corporate

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3
Q

Timing of change

A

Anticipatory or Reactive

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4
Q

Depth of change

A

First order or Second order

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5
Q

How to change Individuals

A

training, coaching
Second order change -> less frequent but significant

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6
Q

How to change groups

A

defining roles within groups, setting goals

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7
Q

Forms of organisational change

A

outsourcing, proces re-engineering, downsizing

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8
Q

Force field analysis

Frame work is meant for…

A

Helping forces must outweigh hindering forces if change is to happen.
framework for looking at factors influencing situation

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9
Q

3 step model of change

A

unfreezing, make everyone ready
moving,
freezing, stabilizing changes

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10
Q

emergent change

A

change as ongoing process of adaptation

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11
Q

Lenses for emergent change

A

readiness for change
renewal -> Netflix → Begon als een DVD-verhuurbedrijf, maar ‘vernietigde’ zichzelf door over te stappen naar streaming (en later naar productie van content).
complexity theory -> Social Media Virality → Een video of trend kan onverwacht wereldwijd populair worden door interacties tussen gebruikers.

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12
Q

Styles of change (choice of approach)

A

Collaborative
Consultative
Directive
Coercive

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13
Q

Table: Styles of change samen met scale and span of change

A

Development transitions -> Consultative en incremental
Task Focused transitions
Charismatic transitions
Turnarounds -> Coercive en corporate transformation (quite discontinuous :)

Haal het plaatje voor je!

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14
Q

Theory E and Theory O

A

Theory E focuses on financial performance and shareholder value, often using restructuring, layoffs, and cost-cutting. Theory O, on the other hand, prioritizes organizational culture, employee engagement, and long-term innovation.

The most effective approach is often a combination of both. Example: Microsoft under Satya Nadella successfully balanced Theory E (profitability and efficiency) with Theory O (cultural transformation and employee empowerment), leading to renewed innovation and business growth.

Driven by economic data, driven by more social factors

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15
Q

Directed Change methods

A

Business process re-engineering
Lean
6 sigma

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16
Q

Lean points of wastage

A

overproduction
waiting
transport
defects

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17
Q

value stream mapping

A

analyze flow of resources and highlight areas where activities consume resources but don’t add customer value.

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18
Q

Facilitated methods

A

Organisational Development
Apreciative Inquiri
Large group Methods

19
Q

5 D’s Apreciative Inquiri

A

Definition: goals, structure
Discover: Organisation at its best
Dream: Ideal future
Design: how to achieve this dream
Destiny: agreed on ideas to go forward

20
Q

Future search

A

Creating future scenarios and finding common ground between parties (where can we build on)

21
Q

Conference model

A

The Conference Model is a participatory change approach used in organizations to engage a large and diverse group of stakeholders in problem-solving, decision-making, and planning. It is designed to facilitate collaboration, encourage open dialogue, and generate innovative solutions through structured discussions.
-> aan de hand van 5 conferences

22
Q

Open space tech

A

no formal task, structure or agenda
To create new ideas or solutions

23
Q

Below the waterline. Op welke twee onderdelen kan dat slaan?

A

Dat kan slaan op Informal en formal organisation en dat kan slaan op artefacts, symbols, beliefs, assumptions.

24
Q

Haal het culture plaatje voor je waar culture 3 x de inputs filtert. Welke 3 inputs zijn dit?

A
  1. Culture filters the perceptions of people on their internal and external environment
  2. Culture affects the formulation of strategic plans
  3. Culture affects a plan’s implementation as well as feasibility.
25
Q

core values counter culture values. Hoe heet de andere soort value die minder uitmaakt

A

peripheral value

26
Q

3 POV’s om om te gaan met verschillen in subcultures.

A

Integration POV
Differentiation POV
Fragmentation POV

27
Q

voordelen en nadelen strong organisational culture

A

employees become encultured
lack of different opinions and shittier adaptability

28
Q

3 kinds of culture change

A

Apparent -> Organization changes in order to preserve cultural identity
revolutionary
incremental

29
Q

Soft power

A

make people think the way you think

30
Q

Concepts of power

A

Individual property -> reading people
Relational property -> beliefs of others
Embedded in structure/procedures -> regulations, norms

31
Q

Positional Power

A

derived from formal position

32
Q

Coercive power

A

threaten others and carry out threats

33
Q

expert power

A

derived from knowledge and experience

34
Q

reward power

A

reward others

35
Q

referent power (or personal)

A

liking you and believing you

36
Q

information power

A

based on data

37
Q

2 views on politics

A

Unitarist (politics as negative) and pluralist (politics =usefull)

38
Q

Op welke 2 stukken kunnen change agents acteren?

A

Front stage = Describes rational arena of action for change
agents

Change agent must support public perf of change
with backstage activity in recruitment and
maintenance of support and blocking resistance

39
Q

Hoe succesvol Issue Selling

A

Use logic of business plan
Persistence -> acclimate target and then hit them with big package
Incrementalism -> make it relatable to audience
Bundling -> connect to other organisational issues.

40
Q

Haal Power interest matrix voor je

A

Minimal effort
Keep informed
Keep satisfied
Key Players

41
Q

Commitment mapping
Types of commitment

A

Let it happen
help it happen
make it happen

42
Q

4 sources of resistance for change

A

Parochial self interest
Misunderstanding and lack of trust
low tolerance for change
Different assessments

43
Q
A

Organizational theory and dynamics (7 decks)

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