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Organisational Behaviour > Lecture 7: Organisational Change > Flashcards

Lecture 7: Organisational Change Flashcards

1
Q

what are the stages of the model of organisational change?

A
  1. forces initiate change - what drives change? (internal/external)
  2. action of change agent - what is their role?
  3. What is to be changed? (culture - norms, strategy -decisions, structure - organisation)
  4. type of intervention eg. Lewins model of freezing
  5. Unfreeze, change, refreeze
  6. Org. effectiveness?
  7. 1 feedback - is it working, do we need to readjust/start again?
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2
Q

what external factors initiate change? (point 1 of model of change)

A
  • socio-cultural factors: shifts in market tastes/preferences. Eg, rise of sustainability
  • technological factors: digital tech, R&D intensity. Eg. smart phone
  • economic factors: inflation, income levels. Eg. GFC
  • political and legal factors: standards on safety, environment, labor practices. Eg. Brexit, laws being passed
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3
Q

what internal factors initiate change? (point 1 of model of change)

A
  • performance outcomes: employee absenteeism, shareholder activism. Eg comm bank shareholder vote against the board
  • internal processes: ineffective decision making and cumbersome procedures.
  • new management philosophy: Cultre, vision. eg, new CEO coming in as a change agent.
    new strategies: objectives, products, markets, businesses.
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4
Q

what does the change agent/what is their role in org. change? (point 2 of model of change)

A
  • identify/interpret forces causing change
  • diagnose the problem (what needs to change)
  • decide objectives
  • generate solutions (what types of interventions are needed?)
  • champion the change (communicate the vision)
  • implement the change
  • monitor, review results and get feedback to determine effectiveness
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5
Q

what typically needs to change in organisations? (point 3 of model of change)

A
  • power: too much top down decision making
  • communication: company is withholding important info from its employees
  • culture: a negative culture, eg. of greed
  • strategy: company has fallen behind, eg. technologically
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6
Q

what evolutionary types of interventions are there? (point 4 of model of change)

A
  • relatively stable
  • change individual part or departments
  • makes most of existing structure and mgmt
  • incrementally change existing technology
  • improve existing products
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7
Q

what is the difference between evolutionary and revolutionary change in organisations?

A

Ev: smaller, incremental eg. new IT system. Planned, can happen in individual departments, using existing management structures
Rev: massive organisational change, whole org. will be impacted, new structure and potentially new mgmt style or people… breaking into new products

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8
Q

what revolutionary types of interventions are there? (point 4 of model of change)

A
  • seek new equilibrium
  • transform entire organisation
  • create new structure and mgmt
  • adopt radically new production tech
  • introduce path breaking new products
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9
Q

what is another massive impact on types of interventions?

A

whether it was planned or unplanned?

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10
Q

what are the 4 types of change basing off the 2 dimensions of rev-ev and unplanned-planned? (point 4 of model of change)

A

Chaotic (Rev, Un): terrorist attack, GFC, failure of major supplier or customer
Transitory (Ev, Un): strike, loss of key personnel, sudden change in commodity prices
Systemic (Rev, Pl): new tech, privatisation, deregulation, entry into new major market
Adaptive (Ev, Pl): updating computer systems, new equipment, modifications to plans

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11
Q

What is lewin’s 3 step model? (point 5 of model of change)

A

unfreeze, change and refreeze.

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12
Q

what is unfreezing?

A

preparing staff and org for the change, going to adjust and adapt everything

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13
Q

what is refreezing?

A

after the changes have been made, lock it down. enact processes to ensure the changes stick

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14
Q

what are the ways that orgs overcome resistance to change?

A

championing change:
learning and communication - reduce misinformation
involvement and participation - enhance commitment, increase quality of change decision
facilitation, support, stress management - reduce anxiety and fear
negotiation - reduce and overcome conflict

More forceful ways:
manipulation and co-optation - make change more appealing
coercion - enforce change
realigning staff profiles - dismiss resistors, hire adopters of change

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15
Q

how can orgs refreeze - support permanent change?

A 
reward allocation systems 
transformational leadership 
coalitions and social networks 
effective transmission of new information 
diffusion in the change effort
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16
Q

what are reward allocation systems

A

rewards that meet expectations and are aligned to new priorities or the changes that have been made

17
Q

what is transformational leadership

A

having leaders that role model the type of behaviour you want in your changed org. leaders that support the change and provide legitimacy for the change.

18
Q

what are coalitions and social networks

A

in group members accept and support the change

using informal groups to support change

19
Q

what is effective transmission of new information

A

people need to know what is expected from them

20
Q

what is diffusion in the change effort

A

ensuring the knowledge about the change is widespread, and this in turn carries greater legitimacy

21
Q

what do the 6 silent killers outline

A

the things that will detail a change effort in an org

22
Q

list out the 6 silent killers?

A
  1. mgmt style is too top down or too laissez faire
  2. unclear strategy/conflicting priorities
  3. ineffective snr mgmt team
  4. poor vertical comms
  5. poor horizontal comms
  6. inadequate skills in lower levels
23
Q

what is organisational fitness profiling?

A

solutions that are proposed to ensure you avoid these silent killers having impact

24
Q

what are the 6 organisational fitness profiling techniques, and link them with the corresponding silent killer

A
  1. engage leadership - combats mgmt being too top down or laissez faire
  2. compelling business direction: combats unclear strategy/conflicting priorities
  3. effective team mgmt - combats ineffective snr mgmt
  4. open dialogue - combats poor vertical comms
  5. coordination - combats poor horizontal comms
  6. lower-down leadership - combats inadequate skills at lower levels

Organisational Behaviour (10 decks)

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