module 9

Question 1

population ecology

Answer 1

structural inertia
change is dangerous and difficult

Question 2

institutional theory

Answer 2

isomorphism
orgs evolve to become similar

Question 3

red queen

Answer 3

competitive evolution
orgs change incrementally compared to the comp

Question 4

age and size of an org

Answer 4

as time passes orgs features changes
volume of the organization influence the problems or solutions the org needs to take

Question 5

evolutionary period

Answer 5

quiet periods - where things are working/small adjustments are made

Question 6

period of revolution

Answer 6

serious upheaval, crisis or turbulent times

Question 7

5 stages of grieners model of org growth

Answer 7

creativity
direction
delegation
coordination
collaboration

Question 8

creativity

Answer 8

new entrepreneurship
focus on product and service
not on efficiencies/management

crisis of leadership

Question 9

direction

Answer 9

more direction is brought through professional managers/CEOs
bring structure/design/culture

crisis of autonomy

Question 10

delegation

Answer 10

more decentralization as org grows
shift to a more decentralized structure such as divisional struc

crisis of control

Question 11

coodination

Answer 11

try to balance centralization and decentralization
more complex org structures

crisis of red tape

Question 12

collaboration

Answer 12

move to more organization structures
social control (through culture rather than structure)

– not sure what happens after

Question 13

organizational change

Answer 13

the process by which orgs move from their present state to some desired future state to increase their effectiveness

Question 14

why change?

Answer 14

competition
economic forces
political forces
demograhic
ethical

Question 15

resistance to org change

Answer 15

org level resistence
group level res
individual resis

Question 16

org level resis

Answer 16

power and conflict b/w groups or functions - may not work tgt
difference in functional orientation - cause of problem
mechanistic structure - causes inertia
org culture - not open and readyy to change

Question 17

group level resisitence

Answer 17

infromal norms are hard to change
cohesive groups may be resistence to new structures
groupthink - difficult in looking at benefits of change

Question 18

individual level resistence

Answer 18

uncertainty and insecuirty about jobs and futures
narrow perspective, selfish view of impact
habits, routines are difficult to change

Question 19

lewins force field theory

Answer 19

managers increase forces of chagne
managers reduce resistence to change
do both

Question 20

evolutionary change

Answer 20

gradual
incremental
specifically focused

Question 21

revolutionary

Answer 21

sudden
drastic
org wide

Question 22

socio-technical systems theory

Answer 22

changing roles, tasks or tech
jointly optimize technical and social systems
gradual approach

Question 23

total quality mgmt (TQM)

Answer 23

continuous and ongoing improvement by all functions
quality circles - floor worker groups discuss improvements
changing cross-functional relationships
remove redundancies in steps of performing a task

ex: toyota kaizen approach

Question 24

flexible work teams

Answer 24

workers assume responsibilities for all ops
teams become responsible for end products
self-managed teams - jointly assigned tasks and transfer members from one taks to another

Question 25

types of revolutionary changes

Answer 25

reengineering
e-engineering
restructuring

Question 26

reengineering

Answer 26

redesign how taks are bundled - how to integrate
changes in business process rather than function
changes in “what work people do”
rethink how they do business
buisness process - activities that cut across functions

Question 27

e-engineering

Answer 27

use of IT to improve perfromance, info sharing, communications, moniotring

Question 28

restructuring

Answer 28

managers change tasks or auth struc
downsizing
result of not making incremental changes

Question 29

innovation

Answer 29

successful use of skills to create new products, tech or services
help orgs meet cx needs
most difficult
develop creativity and entrep