Long Test 1 Flashcards
1
Q
What are the 2 types of problems organizations face
A
- Continuous external adaptation to a rapidly changing environment
- Corresponding internal integration that will support the success of the external adaptation.
2
Q
T or F, only large organizations face continuous external adaptation to a rapidly changing environment
A
False, all organizations, regardless of size and type, face two types of problems
3
Q
What is the definition of Organizational Development
A
A systemwide application and transfer of behavioral science knowledge to the planned development improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
4
Q
This refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants, or change agents, as they are sometimes called.
A
Organizational Development
5
Q
T or F, OD is spontaneous, department-specific intervetions that are managed from bottom-up to increase organization effectiveness and health
A
False, Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral science knowledge.
6
Q
T or F, OD applies to changes in the strategy, structure, and/or processes of an entire system.
A
True
7
Q
T or F, OD is inherently different from behavioral sciene knowledge and practice
A
False
8
Q
T or F, OD is concerned with managing unplanned change, and implementing a blueprint on how things should be done instead
A
False, OD is concerned with managing planned change, adaptive process for planning and implementing change than a blueprint for how things should be done.
9
Q
T or F, OD does not concern itself with design, implementation, and the subsequent reinforcement of change.
A
Fa;se
10
Q
What are the characteristics of an effective organization
A
- Adaptable
- High financial and technical performance
- Satisfied and loyal customers
- Engaged, satisfied and learning workforce
11
Q
What is OD’s distinguishing feature
A
Its concern with the transfer of knowledge and skill so that the system is more able to manage change in the future.
12
Q
What is change management
A
Focuses more narrowly
on values of cost, quality, and schedule, less on human participation, potential and performance
13
Q
Difference between organizational change and change management
A
Organizational Change: more broadly focused and can apply to any kind of change.
Change Management: Focuses more narrowly
on values of cost, quality, and schedule, less on human participation, potential and performance
14
Q
What are the 6 core theories in OD
A
- Systems Theory
- Action Research Theory
- Change theories: Field theory, Group Dynamics and Three-step Model of Change
- Social Constructionism: Appreciative Inquiry
- Complexity and chaos theories
- Diaological OD theory
15
Q
What is a system according to the systems theory
A
Can be an individual, a team, a sub-unit, a unit, a division or a total organization.
16
Q
How does the systems theory view an organization
A
An open system, constantly interacting with the environment, influencing it or being influenced by it, which in turn shapes the internal components in order to maintain its ability to produce required output to stay viable
17
Q
How can an organization stay robust
A
- Pay attention to external output
- Discover the implications of those input factors on the organizaiton
- Takes steps to adjust output requirement to stay rekevant in the environment
18
Q
What are organizaiton according to the systems theory
A
Dyanmic systems in continuous state of adaptation and improvement
19
Q
What processes to systems undergo to develop
A
- Integration
- Differentation
20
Q
What is environmental scanning
A
An activity that assures institutions to be externally aware and internally adaptive
21
Q
T or F. The quality of the relationship between the parts of a system is not the important to overall functioning
A
False, it is very importantm all of the sub-systems are inteconnected and interdependent
22
Q
T or F, it is possible to know everything about a system
A
False
23
Q
What is Action research
A
A reiterative, cyclical, four-step process that leads to action, action leads to evalutaion and further action
24
Q
What are the 4 steps in action research
A
- Diagnosing
- Planning
- Action taking
- Evaluating action
25
What does action research attempt to do
Meet the dual goals of making action more effective and building a body of scientific knowledge around the action
26
Action in action research refers to what
Programs and interventions designed to solfe problems and improve conditions
27
What makes action research sustainable
It empowers local parties, enabling them to gain the competencies needed to apply action methods independently
28
This refers to the forces operating in groups. It is the studying of these forces – what gives rise to them, what conditions modify them, what consequences they have, etc.
Group Dynamics
29
What is field theory approach
Field Theory is an approach to understand group behaviour by trying to map out the totality and complexity of the field in which the behavior takes place.
30
What is Lewin's change process
Unfreeze -> Change -> Freeze
31
This means reducing the forces striving to maintian the status quo (Lewin's Change Process)
Unfreezing
32
What is Moving or Change (Lewin's Change Process)
Developing new behaviors, values, and attitudes
33
This means building in the reinforcement to make sure the organization doesn’t slide back into its former way of doing things
Refreezing
34
What is the major focus of Social Constructionism
Uncover the ways in which individuals and groups participate in the creation of their perceived reality
35
This is seen as evolving mainly through dialectical interaction and reproduced by people acting on their interpretations and their knowledge of it
A socially constructed reality
36
What is the significance of the social constructionism theory
Its belief that if reality is socially constructed, then it can be modified by injecting alternative conversations, stories and narratives into the system.
37
How are organizations paradoxes
They are pulled towards stability by the forces of integration, maintenance controls, human desires for security and certainty and adaptation to the environment on one hand, but also pulled towards the opposite extreme of unstable exquilibrium by the forces of division and decentralization backed up by the human desires of excitement, innovation and the urge to act autonomously
38
What will happen if an organization gives into the pull of stability
It will ossify and cannot change easily
39
What will happen if an organization gives into the pull of instability
It disintegrates
40
T or F, any organzation seeking a stable equilibrium relationship within and environment that is inherently unpredictable is bound to lead to failure
True
41
How does order emerge according to the complexity and chaos theories
In a dynamic, non-linear and unpredictable fashion, patterns of behavior emerge in irregular forms through a process of self organization
42
What does dialogic OD believe
The power of social discourse and dialogue, change can happen
43
What are the 5 stems of OD practice
1. Laboratory training
2. Action research/ Survey feedback
3. Normative Approaches
4. Quality of Work Life
5. Strategic Change
44
Who is the proponent of Labortatory training
Kurt Lewin
45
What are the 3 sets of people “OD Practitioner” refers to
1. People specializing in OD as a profession (internal/ external)
2. People specialising in fields related to OD
3. Managers and administrators
46
What is the role of OD practitioners
1. Position
2. Marginality
3. Emotional Intelligence
4. Client-centered to Consultant-centered continuum
47
What is a marginal person
One who successfully straddles the boundary between two or more groups with differing goals, value systems, and behavior patterns
48
What are internal consultants
Members of the organization and may be in the HR department or report directly to a line manager
49
What are external consultants
Not members of the client organization, they typically work for a consulting firm, a university, or themselves
50
These consultants lack specialized skills needed for organization development
Internal Consultants
51
These consultants lack objectivity and sometimes may not necessarity have the power and authority
Internal consultants
52
These consultants know the power structure and are strategic to apply leverage
Internal consultants
53
These consultants are familiar with the org’s culture and norms and probably accept and behave in accordance with the norms
Internal consultants
54
The consultants have increased leverage and greater freedom of operation
External consultants
55
These consultants are generally unfamiliar with the organization system and may not have sufficient knowledge of its technology
External consultants
56
What is the thir-party change agent role
WHen working with an org to help bring about a desired change, the OF practitioner is not the person in charge. Insteas the OD practitioner is a third-party change agent aiding the persons in charge as well as the system itself to bring about the desired change
57
T or F. The OD Practitioner is considered an expert consultant and therefore capable of making choices and initiating the changes they desire
False, it is a supportive and facilitative role
58
What the competencies required by OD practitioner
1. Intrapersonal skills
2. Interpersonal skills
3. General consultation skills
4. Organizational development theory
59
What OD competency refers to an increase in our ability to healp others by learning how to
1. Increase our tolerance of ambiguity and individual differences
2. Examine our control needs and control roles
3. Lower our needs for external approval and feedback
4. Become able to work on a higher sense of fun and human need
Interpersonal skills
60
This OD competency refers to group dynamics, comparative cultural perspectives, and business functinos as foundation knowledge
It concerns managing the consulting process and facilitation as core skills
Interpersonal skills
61
This requires being able to converse in members; own language and to give and receive feedback about how to the relationship is progressing
Interpersonal skills
62
This OD competency refers to the ability to enter, contract, diagnose, design approrpiate interventions implement those interventions, manage nprogrammed events and evaluate change process
General consultation skills
63
This OD competency refers to having and appreciation for planned change, the action research model and the positive approaches to managing change
It is the range of available interventions and the need for evaluating change origrams
Organization Development Theory
64
What are the 7 Practice Values
1. Democracy and practipation
2. Openness to ifelong learning and experimentation
3. Equity and fairness (worth of every individual)
4. Valid information and informed choice
5. Enduring respect for the human sie of enterprise
65
WHat are th 7 ethical guidelines
1. Collaborative relations between clients and consultatns
2. We are the helper, the guru nd expert to direct the change work
3. Build high-quality, authentic and trusting relations with clients
4. Focus on supporting and educating clients to do sustainable change work
5. Pay attention to the processes that are needed to get the clients to their destination
6. Approach is a total system one
7. Hold tight to our belief in lifelong learning
66
1. Collaborative relations between clients and consultatns
2. We are the helper, the guru nd expert to direct the change work
3. Build high-quality, authentic and trusting relations with clients
4. Focus on supporting and educating clients to do sustainable change work
5. Pay attention to the processes that are needed to get the clients to their destination
6. Approach is a total system one
7. Hold tight to our belief in lifelong learning
67
What are the OD practitioner syles according to the intervention approach
1. Cheerleader
2. Pathfinder
3. Persuader
4. Stabilizer
4. Analyzer
68
Draw Intervention Approach diagram
1. Cheerleader
2. Pathfinder
3. Persuader
4. Stabilizer
4. Analyzer
69
Describe the Stabilizer OD Practitioner Style
- Trying to keep from rocking the boat and to maintain a low profile
- Merely following the directives of top management
- Low Effectiveness; Low Morale
70
Describe the Cheerleader OD Practitioner Style
- Focus on satisfaction of the organization members and is chiefly concerned with employee motivation and morale
- Strongly minimzes differences and maintains harmony
- Low Effectiveness; High Morale
71
Describe the Analyzer OD Practitioner Style
- Great emphasis on efficency and gices little emphasis to member satisfaction
- Confrontational, usually relying on authority to result conflicts and on rational problem-solving processes
- High Effectiveness; Low Morale
72
Describe the Persuader OD Practitioner Style
- Both effectiveness and morale yet optimizes neither
- Provides a relatively -low-risk strategy yet avoids direct confrontation with other forces
- Middle Effectiveness and Morale
73
Describe the Pathfinder OD Practitioner Style
- Greater effectivess is possible when all members are involved and problem-solving is done through teamwork
- Uses collaborative problem-solving and challenges the underlying patterns of member behavior
74
What are the 2 groups of forces according to Kurt Lewin’s Change Model
1. Those striving to maintain the status quo
2. Those pushing for change
75
What are the steps in Lewin’s Change Model
1. Apparent equilibrium
2. Unfreese
3. Change
4. Freeze
76
Describe Unfreezing
Involves reducing those forces maintaining the organization’s behavior at its present level
77
Whta introduces information that shows discrepancies between behaviors desired by organization members and those behaviors currently exhibited
Psychological Disconfirmation
78
Describe Moving
Shifts the behavior of the organization, departnment or individual to a new level intervening in the system to develop new behaviors, values, and attitudes through changes in organizational structures and processes
79
Describe Refreezing
Stabilizes the organization at a new state of equilibrium use of supporting mechanisms that reinforce the new organizational state, such as organization culture, rewards and structures
80
What are the steps in Kotter’s 8-Step Model
1. Establishing a sense of urgency
2. Creating a guiding coalition
3. Develop a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches
81
These steps are part of the unfreezing portion in Kotter’s 8-step model
1. Establishing a sense of urgency
2. Creating a guiding coalition
3. Develop a vision and strategy
4. Communicating the change vision
82
These steps are part of the Moving portion in Kotter’s 8-step Model
5. Empowering broad-based action
6. Generating short-term wins
83
These steps are part of the Refreezing portion in Kotter’s 8-step Model
7. Consolidating gains and producing more change
8. Anchoring new approaches
84
T or F. The Action Research places a heavy focus on fast and quick action and evaluation as opposed to data gathering and diagnosis
False, heavy emphasis on fata gathering and diagnsosis prior to action planning and implementation as well as careful evaluation of results after action is take
85
Draw the Action Research Model
Check ppt
86
What is the Positive Model
- Focuses on what the organization is doing right
- Helps members understand their organizaiton when it is working at its best and builds off those capabilities to acheive even better results
- Supported by expectation effecti which shows that people tend to act in ways that make their expectation occur
87
How is the positive model applied
Appreciative Inquiry
88
What are the similarities between the Change Models (Lewin, Kotter, Positive, Action Research)
1. Phases by which planned change occurs in organizations
2. Application of behavrioal science knowledge
3. Involve organization members in the change process to varying degrees
4. Recognize that any interaction between a consusltant and an organization consititues an intervention that may affect the organization
89
What are the differences between the Change Models (Lewin, Kotter, Positive, Action Research)
1. Process of Planned change
2. Level of involvement of participants
3. Focus of change
90
What are the major types of interventions
1. Human Process Interventions
2. HRM Interventions
3. Techostructural Interventions
4. Strategic Change Interventions
91
This type of intervention happens at the individual, group, and total system levels
Human Process Interventions
92
This type of major intevention seeks to improve member perfomance and wellness
HRM Interventions
93
This type of intervention modifies an organization’s structure and technology
Techostructural Interventions
94
This type of intervention involves managing the organization’s relationship to its external environment and the internal structure and the internal structure and the process nevessary to support a business strategy
Strategic Change Interventions
95
What are ethics
The guidelines that should govern how we practice our craft
96
What occurred in the 1940s and 1950s
- Create conditions that would honor the inherent need for human growth in the workplace
- Release human potential
- Enable individuals to have equal rights to develop their own sense of agency and to promote self expression
97
What are the 5 “Practice Values”
1. Democracy and participation
2. Openness to lifelong leraning and experimentation
3. Equity and fairness
4. Valid information and informed choice
5. Enduring respect for the human side of enterprise
98
What are the 7 ethical guidelines
1. Collaborative relations between clients and consultants
2. We are the helper, not the guru and expert to direct the change work
3. Build high-quality, authentic and trusting relations with clients
4. Focus on supporting and educating clients to do sustainable change work
5. Pay attention to the processes that are needed to get the clients to their destination
6. Approach is a total system one
7. Hold tight to our belief in lifelong learning
99
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