Managing Changes In An Organization Flashcards
1
Q
The process of improving organization by making organization-wide rather than individual changes. (Burke, 2011)
A
Organizational Development
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
3
Q
To place the right people with the right skills, right jobs, right cost at the right time.
A
Personnel/Human Resources
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
5
Q
When the leader identifies an undesirable situation and seeks to change it, that is the _ of organizational development.
A
Start point
6
Q
Focus of an organizational development.
A
Make organizations function better.
7
Q
New state of things, different from old. Can be viewed as an opportunity or as a threat.
A
Change
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)
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
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
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
12
Q
According to Warren Bennis, it is important to have _ (mutual confidence & trust) rather than mechanical systems (authority-obedience).
A
Organic systems
13
Q
Based on Richard Beckhard, the basic units of change are _.
A
Groups
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
15
Q
The steps toward organizational change were developed by _ on 1996.
A
Kriegel and Brandt
16
Q
Unnecessary paperwork, usual forms and reports that cost organization money to prepare, distribute and read.
A
Paper Cow
17
Q
How much meeting time was spent doing business as opposed to socializing.
A
Meeting cow
18
Q
Unnecessary deadlines.
A
Speed cow
19
Q
Employees are often initially _ to change.
A
Reluctant
20
Q
What contains the theory of organizational changes by Lewin, Kurt (1958)?
A
Unfreezing
Moving
Refreezing
21
Q
Organization must convince employees and other stakeholders that the current state of affairs is unacceptable and that change is necessary.
A
Unfreezing
22
Q
The organization takes steps (training new work processes) to move the organization to the desired state.
A
Moving
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
24
Q
What are the 5 stages of Major Organization Changes by Carnall?
A
Denial
Defense
Discarding
Adaptation
Internalization
25
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.
Denial
26
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.
Defense
27
Employees begin to realize not only the organization is going to change but that employees are going to have to change as well.
Discarding
28
At this stage, employees test the new system, learn how it functions and begin to make adjustments in the way they perform.
Adaptation
29
In this final stage, employees have been immersed in the new culture and comfortable with the new system.
Internalization
30
What are the 2 Types of Change?
Evolutionary
Process/Revolutionary
31
Type of change described as a "Real Jolt to the System" that drastically changes the way things are done.
Process/Revolutionary
32
Type of change described as the continual Process of upgrading of improving
Evolutionary
33
People who enjoy change and often make changes for the sake of it. "If it ain't broke, break it."
Change Agents
34
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. "
Change Analyst
35
People who will probably not instigate change but are willing to change. "If it's broke, I'll help fix it."
Receptive Changers
36
People who will certainly not instigate or welcome change but they will change if necessary. "Are you sure it's broken?"
Reluctant Changers
37
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."
Change Resisters
38
Change proposed by leaders who are _ and who have a history of _ are more likely to be accepted.
Well liked & respected
History of success
39
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 __.
Suspicion/Negative feedback
40
The longer the change takes, the greater the opportunity for _.
Things to go wrong
41
Comprises the shared values, beliefs and traditions that exist among individuals in an organization.
Organizational Culture
42
In an organization, each department or office can be a _ with norms of behavior that may be different from those of the overall organization.
Subculture
43
What are the steps in changing culture?
Assess the new Culture
Creating Dissatisfaction with Existing culture
Maintaining the New Culture
Selection of Employees
44
In assessing the new culture, the current culture must be analyzed and compared with the desired culture to determine _.
What might need to change.
45
For employees to accept a new culture, the existing culture and status quo must be _.
Upset
46
If the new culture is expected to last, developing a new _ system and _ must occur.
New reward system
Selection methods
47
The process whereby new employees learn the behavior and attitudes they need to be successful in an organization.
Organization Socialization
48
Procedures employees participate to become "one of the gang" (annual awards, banquets, staff picnic, sports fest, stc).
Rituals
49
Used to represent organization behavior and practices that convey messages to employees (wellness center, entertainment center in the pantry).
Symbols
50
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.
Technical knowledge of the leader
51
Whether one decision will be better than the other. This is the first factor to be considered in making a decision.
Decision quality
52
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.
Subordinate Trust and Motivation
53
If there are many possible solutions to the problem and the employees are likely to disagree about which is best.
Probability of Subordinate Conflict
54
What are the 4 Decision Making Strategies using the Vroom-Yetton Model?
Autocrat I Strategy
Autocrat II Strategy
Consultative I Strategy
Consultative II Strategy
55
A decision making strategy where the leader uses the available info to make the decision without consulting their subordinates.
Autocratic I Strategy
56
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.
Autocratic II Strategy
57
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.
Consultative I Strategy
58
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.
Consultative II Strategy
59
What are some consequences of empowerment on personal individuals?
Increased job satisfaction
Increased stress due to greater responsibility
Decreased stress due to greater control.
60
What are the financial consequences of empowerment?
Bonus/Incentives
Pay increase
61
What are the consequences of empowerment on a career?
Increased job security
Promotions
Increases Marketability
Increase chance of being terminated
62
What is the positive outcome of compressed work weeks?
Lower absenteeism
63
This work arrangement results in lower turn over if the management is supportive.
Reduced Hours
64
What is the result of part time work if the job itself allows for flexibility?
Higher productivity
65
What is the positive outcome of peak time work?
Higher job satisfaction
66
What is the result of a casual work arrangement?
Better work life balance
67
Job sharing and work from home results in _.
Lower commuting cost
68
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.
Flextime
69
The hours in a flextime schedule during which every employee must work.
Core Hours
70
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.
Flexible hours
71
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
Gliding Time
72
Work schedule in which 40/48 hours are worked in less than the traditional 5-day work/week.
Compressed Workweek
73
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.
Compressed Work Week Scheme Policy (CWWS)
74
This work schedule allows employees to work fewer hours.
Reducing Work Hours
75
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.
Peak time pay
76
The concept of peak time pay came from _ and _ industries.
Banking & Fast food industries
77
Peak time pay is also known as _.
Week ender type of work.
78
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.
Flexibility & comfort
79
For the employer of a work from home setup, money is saved on both __.
Office space and utilities
80
When organizations restructure, the result is often a decrease in the side of their workforce. What do you call this?
Downsizing
81
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.
Retrenchment
82
Retrenchment is sometimes slots referred to as _.
Downsizing
83
What are the 2 basic requisites of valid retrenchment?
1. Retrenchment must be necessary to prevent business losses and
2. Business losses sought to be prevented are serious, actual and real.
84
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?
Losses are:
Substantial (not merely de minimis)
Reasonably imminent
Sought to be forestalled, proven by sufficient and convincing evidence.
85
In case of retrenchment to prevent losses, the separation pay shall be equivalent to _ or _ for every year of service whichever is higher.
one month pay or atleast one half month pay
86
In separation pay, the fraction of atleast _ shall be considered one year.
6 months
87
Labor Code of the Philippines
Article 283
88
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.
Redundancy
89
Contracting out of labor has been held as a valid _.
Management prerogative
90
Which of downsizing and layoff intended to be a temporary downscaling in which employees may later be hired and which is permanent?
Layoff- temporary
Downsizing- permanent
91
Most common technique in downsizing.
Terminate employment of a certain number of people.
92
_ is downsizing in the belief that an enterprise really should operate with fewer people.
Rightsizing
93
_ is downsizing that, in retrospect, failed to achieve the desired effect.
Dumbsizing
94
Who distinguished the 2 types of change?
Warner Burke
95
Workers are more positive about change when the source is _.
Within the work group
96
What are the strategies of organizational socialization?
Informal strategies
Formal strategies
97
What are the formal strategies of organizational socialization?
Rituals
Symbols
Communication techniques
98
If leaders lack sufficient knowledge to make a decision, _ is essential.
Consultation
99
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.
Autocratic I Strategy
100
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.
Consultative I strategy
101
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.
Autocratic II Strategy
102
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.
Consultative II Strategy
103
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.
Group I Strategy
104
What are the 5 main levels of Employee Input and Control?
Following
Ownership of Own Product
Advisory
Shared/Participative/Team
Absolute
105
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.
Following
106
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".
Ownership of Own Product
107
The system where every person's work is checked by another person.
Redundant System
108
Employees at this level are asked to provide feedback, suggestions and input into a variety of organizational concerns.
Advisory
109
In this level, employees are allowed to make a decision, made at a group level.
Shared/Participative/Team
110
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.
Absolute
111
Employees hired through temporary employment agencies.
Temporary employees
112
Using outside vendors to provide services previously performed internally.
Outsourcing
113
What are the strategies for reducing the need for layoffs?
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
What are the criteria used to select employees to be laid off?
Seniority
Performance
Salary level
Organizational need
115
What are outplacement programs?
Emotional Counseling
Financial counseling
Career Assessment and Guidance
116
After receiving word of being laid off, employees go through four stages that are similar to the states of changes which are?
Denial
Anger
Fear
Acceptance
117
What are the health effects of downsizing to victims?
Increase in headaches, stomach upsets, sleeping problems, cholesterol levels, physical illness, hospitalization rates, heart trouble, hypertension, ulcers, vision problems and shortness of breath.
118
What are the emotional effects of downsizing to victims?
High level of stress, increased drug and alcohol abuse, more marital problems, feelings of depression, unhappiness, anger, frustration and dissatisfaction with life.
119
What are the social effects of downsizing to victims?
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
What are the effects of downsizing to survivors?
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
What are the effects of downsizing to local community?
Tax base and revenue reduced
Banks-greater numbers of loan defaults
Crime rates increased
Social problems increase
Increase in quality of available workforce
122
What are the common working hours for employees in the late 18th century?
14-16 hours a day, 6 days per week.
123
What are the common working hours for employees by the middle 19th century?
Max. of 10 hours per day
124
What is the standard work hours as of 1950?
5 days per week, 40 hours work week
125
What are the usual work hours for compressed work week schedule?
10 hours a day, 4 days
12 hours a day, 3 days
126
People do this because they want or need to earn extra money and they may even enjoy the second job.
Moonlighting
127
What are the same 3 basic components of Flextime?
Bandwidth
Core hours
Flexible hours
128
Total number of potential hours available for work wach day in a flextime schedule.
Bandwidth
129
Most flexible working schedules are categorized as?
Flexitour system
Modified flexitour
130
The employee must submit a schedule on a weekly, biweekly, or monthly basis, depending on the organization.
Flexitour system
131
The employee must schedule her hours in advance but can change these hours on a daily basis with some advance notice.
Modified flexitour
132
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.
Job Sharing
133
An employee uses a computer to electronically interact with a central office. Other terms for this are telework and mobile working.
Telecommuting
134
The 24-hour cycles of physiological functions maintained by every person.
Circadian Rhythms
135
Separate groups of employees permanently work the day shift, swing shift and night shift.
Fixed shifts
136
Ab employee rotates through all 3 shifts, day shift, swing shift and night shift.
Rotating Shifts
137
If shifts are to be rotated, the rotation should be _, with later starting times for the morning shift.
Clockwise
138
Slowly rotating shifts result in _ sleep problems than do faster rotating shifts.
Fewer
139
Rest period of atleast _ between shift rotations can lessen the negative effects of the rotations.
2 days
140
Which tends to be morning people between introverts and extroverts?
Introverts
141
What gender adapts to shift work better?
Males
142
Which among older and younger workers are more affected by shift work?
Older workers
