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Industrial Psychology > Managing Changes In An Organization > Flashcards

Managing Changes In An Organization Flashcards

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1
Q

The process of improving organization by making organization-wide rather than individual changes. (Burke, 2011)

A

Organizational Development

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2
Q

Organizational development is a systematic application of _ knowledge to the planned development and reinforcement of organizational strategies, structures and processes for improving an organization’s effectiveness.

A

Behavioral science

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3
Q

To place the right people with the right skills, right jobs, right cost at the right time.

A

Personnel/Human Resources

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4
Q

To place the right people with the right competencies in the right roles that ate value-added at the right time.

A

Human capital

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5
Q

When the leader identifies an undesirable situation and seeks to change it, that is the _ of organizational development.

A

Start point

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6
Q

Focus of an organizational development.

A

Make organizations function better.

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7
Q

New state of things, different from old. Can be viewed as an opportunity or as a threat.

A

Change

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8
Q

One of the 4 Major Stems of Organizational Development where participants learn from their own actions and the group’s evolving dynamics.

A

T-Group (Laboratory Training)

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9
Q

One of the 4 Major Stems of Organizational Development that includes developing reliable questionnaires, collecting data from personnel, analyzing it for trends and feeding the results back to everyone for action planning.

A

Survey Feedback Technology

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10
Q

One of the 4 Major Stems of Organizational Development that includes taking action, re-diagnosing and taking new action.

A

Action Research Diagnosing

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11
Q

One of the 4 Major Stems of Organizational Development. Integrates social requirements of employees with technical requirements needed to do work in the provided environment.

A

Sociotechnical & Socioclinical Approaches

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12
Q

According to Warren Bennis, it is important to have _ (mutual confidence & trust) rather than mechanical systems (authority-obedience).

A

Organic systems

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13
Q

Based on Richard Beckhard, the basic units of change are _.

A

Groups

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14
Q

The first step in the organization change, in which employees look for practices and policies that waste time and are unproductive.

A

Sacred Cow Hunt

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15
Q

The steps toward organizational change were developed by _ on 1996.

A

Kriegel and Brandt

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16
Q

Unnecessary paperwork, usual forms and reports that cost organization money to prepare, distribute and read.

A

Paper Cow

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17
Q

How much meeting time was spent doing business as opposed to socializing.

A

Meeting cow

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18
Q

Unnecessary deadlines.

A

Speed cow

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19
Q

Employees are often initially _ to change.

A

Reluctant

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20
Q

What contains the theory of organizational changes by Lewin, Kurt (1958)?

A

Unfreezing
Moving
Refreezing

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21
Q

Organization must convince employees and other stakeholders that the current state of affairs is unacceptable and that change is necessary.

A

Unfreezing

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22
Q

The organization takes steps (training new work processes) to move the organization to the desired state.

A

Moving

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23
Q

The organization develops ways to keep the new change in place, such as formalizing new policy and rewarding employees for behaving in a manner consistent with the new change.

A

Refreezing

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24
Q

What are the 5 stages of Major Organization Changes by Carnall?

A

Denial
Defense
Discarding
Adaptation
Internalization

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25
Q

The initial stage wherein the employee denies any changes will actually change place, try to convince that the old way is working and create reasons why the proposed changes will never work.

A

Denial

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26
Q

When the employee begins to believe that change will actually occur. They become defensive and try to justify their positions and ways of doing things.

A

Defense

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27
Q

Employees begin to realize not only the organization is going to change but that employees are going to have to change as well.

A

Discarding

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28
Q

At this stage, employees test the new system, learn how it functions and begin to make adjustments in the way they perform.

A

Adaptation

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29
Q

In this final stage, employees have been immersed in the new culture and comfortable with the new system.

A

Internalization

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30
Q

What are the 2 Types of Change?

A

Evolutionary
Process/Revolutionary

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31
Q

Type of change described as a “Real Jolt to the System” that drastically changes the way things are done.

A

Process/Revolutionary

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32
Q

Type of change described as the continual Process of upgrading of improving

A

Evolutionary

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33
Q

People who enjoy change and often make changes for the sake of it. “If it ain’t broke, break it.”

A

Change Agents

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34
Q

People who are not afraid to change or make changes but want to make changes only if the changes will improve the organization.
“If it ain’t broke, leave it alone; if it is broke, fix it. “

A

Change Analyst

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35
Q

People who will probably not instigate change but are willing to change. “If it’s broke, I’ll help fix it.”

A

Receptive Changers

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36
Q

People who will certainly not instigate or welcome change but they will change if necessary. “Are you sure it’s broken?”

A

Reluctant Changers

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37
Q

People who hate changes. Scared of it and will do anything they can to keep change from occurring. “It may be broken, but it’s still better than the unknown.”

A

Change Resisters

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38
Q

Change proposed by leaders who are _ and who have a history of _ are more likely to be accepted.

A

Well liked & respected
History of success

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39
Q

Employees are most responsive to change when they are kept well informed and the loop from the initial planning to final implementation. This is to eliminate __.

A

Suspicion/Negative feedback

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40
Q

The longer the change takes, the greater the opportunity for _.

A

Things to go wrong

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41
Q

Comprises the shared values, beliefs and traditions that exist among individuals in an organization.

A

Organizational Culture

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42
Q

In an organization, each department or office can be a _ with norms of behavior that may be different from those of the overall organization.

A

Subculture

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43
Q

What are the steps in changing culture?

A

Assess the new Culture
Creating Dissatisfaction with Existing culture
Maintaining the New Culture
Selection of Employees

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44
Q

In assessing the new culture, the current culture must be analyzed and compared with the desired culture to determine _.

A

What might need to change.

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45
Q

For employees to accept a new culture, the existing culture and status quo must be _.

A

Upset

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46
Q

If the new culture is expected to last, developing a new _ system and _ must occur.

A

New reward system
Selection methods

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47
Q

The process whereby new employees learn the behavior and attitudes they need to be successful in an organization.

A

Organization Socialization

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48
Q

Procedures employees participate to become “one of the gang” (annual awards, banquets, staff picnic, sports fest, stc).

A

Rituals

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49
Q

Used to represent organization behavior and practices that convey messages to employees (wellness center, entertainment center in the pantry).

A

Symbols

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50
Q

It is one of the factors of making decisions to empower, involving the extent to which leaders have the sufficient information to make the decision alone. If the leader lacks sufficient knowledge to make decisions, consultation is essential.

A

Technical knowledge of the leader

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51
Q

Whether one decision will be better than the other. This is the first factor to be considered in making a decision.

A

Decision quality

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52
Q

One of the factors of making decisions to empower where subordinates are motivated to achieve the organizational goals and thus can be trusted to make decisions that will help the organization.

A

Subordinate Trust and Motivation

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53
Q

If there are many possible solutions to the problem and the employees are likely to disagree about which is best.

A

Probability of Subordinate Conflict

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54
Q

What are the 4 Decision Making Strategies using the Vroom-Yetton Model?

A

Autocrat I Strategy
Autocrat II Strategy
Consultative I Strategy
Consultative II Strategy

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55
Q

A decision making strategy where the leader uses the available info to make the decision without consulting their subordinates.

A

Autocratic I Strategy

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56
Q

Leaders obtain the necessary Info from their subordinates and make their own decisions. They may or may not tell the subordinates about the nature of the problem.

A

Autocratic II Strategy

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57
Q

Leaders share their problem on an individual basis with some or all of their subordinates. After receiving their input, the leader makes the decision that may or may not be consistent with the thinking of the group. Only selected few employees were asked to provide feedback or input.

A

Consultative I Strategy

58
Q

Leaders share the problem with their subordinates as a group. After receiving the group’s input, the leader makes a decision that may or may not be acceptable to the group. The entire group is involved in the consultation and were asked to provide feedback and input.

A

Consultative II Strategy

59
Q

What are some consequences of empowerment on personal individuals?

A

Increased job satisfaction
Increased stress due to greater responsibility
Decreased stress due to greater control.

60
Q

What are the financial consequences of empowerment?

A

Bonus/Incentives
Pay increase

61
Q

What are the consequences of empowerment on a career?

A

Increased job security
Promotions
Increases Marketability
Increase chance of being terminated

62
Q

What is the positive outcome of compressed work weeks?

A

Lower absenteeism

63
Q

This work arrangement results in lower turn over if the management is supportive.

A

Reduced Hours

64
Q

What is the result of part time work if the job itself allows for flexibility?

A

Higher productivity

65
Q

What is the positive outcome of peak time work?

A

Higher job satisfaction

66
Q

What is the result of a casual work arrangement?

A

Better work life balance

67
Q

Job sharing and work from home results in _.

A

Lower commuting cost

68
Q

A work schedule that allows employees to choose their own work hours and give them greater control over the hours they work. It has many advantages for employees.

A

Flextime

69
Q

The hours in a flextime schedule during which every employee must work.

A

Core Hours

70
Q

Part of a flextime schedule in which employees may choose which hours to work. These are those that remain in the bandwidth in which the employee has a choice of working.

A

Flexible hours

71
Q

A flextime schedule in which employees can choose their own hours without any advance notice or schedule, as long as they work 8 hours a day and 40 hours each week

A

Gliding Time

72
Q

Work schedule in which 40/48 hours are worked in less than the traditional 5-day work/week.

A

Compressed Workweek

73
Q

An alternative arrangement whereby the normal workweek is reduced to less than 6 days but the total number of work hours per week shall remain 45 hours. Normal work day is increased to more than 8 hours without corresponding overtime premium. Mon-Fri, 9 hours per day from 9am to 7pm with 1 hour lunch break.

A

Compressed Work Week Scheme Policy (CWWS)

74
Q

This work schedule allows employees to work fewer hours.

A

Reducing Work Hours

75
Q

Employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who worked full time.

A

Peak time pay

76
Q

The concept of peak time pay came from _ and _ industries.

A

Banking & Fast food industries

77
Q

Peak time pay is also known as _.

A

Week ender type of work.

78
Q

For employees, work from home set up offers the opportunity to avoid or minimize child care and commuting costs, while allowing _ and _ in working conditions.

A

Flexibility & comfort

79
Q

For the employer of a work from home setup, money is saved on both __.

A

Office space and utilities

80
Q

When organizations restructure, the result is often a decrease in the side of their workforce. What do you call this?

A

Downsizing

81
Q

An economic ground to reduce the number of employees. It is the reduction of personnel for the purpose of cutting down in costs of operations in terms of salaried and wages resorted to by an employee because of losses in operation of a business occasioned by lagi of work and considerable reduction in the volume of business.

A

Retrenchment

82
Q

Retrenchment is sometimes slots referred to as _.

A

Downsizing

83
Q

What are the 2 basic requisites of valid retrenchment?

A
  1. Retrenchment must be necessary to prevent business losses and
  2. Business losses sought to be prevented are serious, actual and real.
84
Q

What are the general standards to determine whether the business losses sought to be prevented are serious, actual and real and sufficient to justify the retrenchment of employees?

A

Losses are:
Substantial (not merely de minimis)
Reasonably imminent
Sought to be forestalled, proven by sufficient and convincing evidence.

85
Q

In case of retrenchment to prevent losses, the separation pay shall be equivalent to _ or _ for every year of service whichever is higher.

A

one month pay or atleast one half month pay

86
Q

In separation pay, the fraction of atleast _ shall be considered one year.

A

6 months

87
Q

Labor Code of the Philippines

A

Article 283

88
Q

One of the authorized causes for termination of employment under the Labor Code of the Philippines. Exists where the services of an employee are in excess of what is reasonably demanded by the actual requirements of the enterprise. Redundant position.

A

Redundancy

89
Q

Contracting out of labor has been held as a valid _.

A

Management prerogative

90
Q

Which of downsizing and layoff intended to be a temporary downscaling in which employees may later be hired and which is permanent?

A

Layoff- temporary
Downsizing- permanent

91
Q

Most common technique in downsizing.

A

Terminate employment of a certain number of people.

92
Q

_ is downsizing in the belief that an enterprise really should operate with fewer people.

A

Rightsizing

93
Q

_ is downsizing that, in retrospect, failed to achieve the desired effect.

A

Dumbsizing

94
Q

Who distinguished the 2 types of change?

A

Warner Burke

95
Q

Workers are more positive about change when the source is _.

A

Within the work group

96
Q

What are the strategies of organizational socialization?

A

Informal strategies
Formal strategies

97
Q

What are the formal strategies of organizational socialization?

A

Rituals
Symbols
Communication techniques

98
Q

If leaders lack sufficient knowledge to make a decision, _ is essential.

A

Consultation

99
Q

An effective decision making strategy when the leader has the necessary into and when acceptance of the group either is not important or is likely to occur regardless of the decision.

A

Autocratic I Strategy

100
Q

A decision making strategy that is especially useful in situations in which it is important for the group to accept the decision but in which the group members may not agree regarding the best decision.

A

Consultative I strategy

101
Q

The purpose of this decision making strategy is for leaders to obtain information they need to make a decision even though acceptance of the solution by the group is not important.

A

Autocratic II Strategy

102
Q

A decision making strategy that is used when acceptance of the decision by the group is important and when the individual group members are likely to agree with one another about the best solution.

A

Consultative II Strategy

103
Q

An effective decision making strategy when group acceptance of the decision is important and when the group can be trusted to arrive at a decision that is consistent with the goals of the organization.

A

Group I Strategy

104
Q

What are the 5 main levels of Employee Input and Control?

A

Following
Ownership of Own Product
Advisory
Shared/Participative/Team
Absolute

105
Q

Employees at this level have no real control over their jobs. They are given instructions about what to do and their work is often checked by other employees or by their supervisor. Employees at this level are new or inexperienced to the work being performed of those with weak decision making skills.

A

Following

106
Q

Employees at this level are still told what to do but are solely responsible for the quality of their output. This level removes “redundant systems”.

A

Ownership of Own Product

107
Q

The system where every person’s work is checked by another person.

A

Redundant System

108
Q

Employees at this level are asked to provide feedback, suggestions and input into a variety of organizational concerns.

A

Advisory

109
Q

In this level, employees are allowed to make a decision, made at a group level.

A

Shared/Participative/Team

110
Q

At this level, an employee is given the absolute authority to and a decision on his own. He is also responsible for the consequences of that decision.

A

Absolute

111
Q

Employees hired through temporary employment agencies.

A

Temporary employees

112
Q

Using outside vendors to provide services previously performed internally.

A

Outsourcing

113
Q

What are the strategies for reducing the need for layoffs?

A

Freeze hiring of new permanent employees
Outsourcing
Encourage employees to change careers and help them
Offer early retirement packages
Ask employees to take pay cuts of defer salary increases
Involves adjusting work schedules
Monitoring their organization’s economic health

114
Q

What are the criteria used to select employees to be laid off?

A

Seniority
Performance
Salary level
Organizational need

115
Q

What are outplacement programs?

A

Emotional Counseling
Financial counseling
Career Assessment and Guidance

116
Q

After receiving word of being laid off, employees go through four stages that are similar to the states of changes which are?

A

Denial
Anger
Fear
Acceptance

117
Q

What are the health effects of downsizing to victims?

A

Increase in headaches, stomach upsets, sleeping problems, cholesterol levels, physical illness, hospitalization rates, heart trouble, hypertension, ulcers, vision problems and shortness of breath.

118
Q

What are the emotional effects of downsizing to victims?

A

High level of stress, increased drug and alcohol abuse, more marital problems, feelings of depression, unhappiness, anger, frustration and dissatisfaction with life.

119
Q

What are the social effects of downsizing to victims?

A

Reluctant to share feelings with anyone, avoid family and friends due to feelings of embarrassment and shame, avoid social situations and entertainment requiring money.

120
Q

What are the effects of downsizing to survivors?

A

Psychological trauma
Future productivity
Afraid to take risks, narrow minded
Stressed, anxious, secretive, skeptical, cynical, distrustful
Lose confidence in self and management
Lower levels of morals and job satisfaction
Feel a loss of control

121
Q

What are the effects of downsizing to local community?

A

Tax base and revenue reduced
Banks-greater numbers of loan defaults
Crime rates increased
Social problems increase
Increase in quality of available workforce

122
Q

What are the common working hours for employees in the late 18th century?

A

14-16 hours a day, 6 days per week.

123
Q

What are the common working hours for employees by the middle 19th century?

A

Max. of 10 hours per day

124
Q

What is the standard work hours as of 1950?

A

5 days per week, 40 hours work week

125
Q

What are the usual work hours for compressed work week schedule?

A

10 hours a day, 4 days
12 hours a day, 3 days

126
Q

People do this because they want or need to earn extra money and they may even enjoy the second job.

A

Moonlighting

127
Q

What are the same 3 basic components of Flextime?

A

Bandwidth
Core hours
Flexible hours

128
Q

Total number of potential hours available for work wach day in a flextime schedule.

A

Bandwidth

129
Q

Most flexible working schedules are categorized as?

A

Flexitour system
Modified flexitour

130
Q

The employee must submit a schedule on a weekly, biweekly, or monthly basis, depending on the organization.

A

Flexitour system

131
Q

The employee must schedule her hours in advance but can change these hours on a daily basis with some advance notice.

A

Modified flexitour

132
Q

Involves two employees who share their work hours, one job title and one position. Programs like this are targeted at employees who have family responsibilities.

A

Job Sharing

133
Q

An employee uses a computer to electronically interact with a central office. Other terms for this are telework and mobile working.

A

Telecommuting

134
Q

The 24-hour cycles of physiological functions maintained by every person.

A

Circadian Rhythms

135
Q

Separate groups of employees permanently work the day shift, swing shift and night shift.

A

Fixed shifts

136
Q

Ab employee rotates through all 3 shifts, day shift, swing shift and night shift.

A

Rotating Shifts

137
Q

If shifts are to be rotated, the rotation should be _, with later starting times for the morning shift.

A

Clockwise

138
Q

Slowly rotating shifts result in _ sleep problems than do faster rotating shifts.

A

Fewer

139
Q

Rest period of atleast _ between shift rotations can lessen the negative effects of the rotations.

A

2 days

140
Q

Which tends to be morning people between introverts and extroverts?

A

Introverts

141
Q

What gender adapts to shift work better?

A

Males

142
Q

Which among older and younger workers are more affected by shift work?

A

Older workers

Industrial Psychology (5 decks)

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