Organization Development Flashcards
_____—the process of improving organizational performance by making organization-wide, rather than individual, changes.
organization development
Perhaps the first step toward organizational change is what Kriegel and Brandt called a _____. Organizational sacred cows are practices that have been around for a long time and invisibly reduce productivity. A _____, then, is an organization-wide attempt to get rid of practices that serve no useful purpose.
sacred cow hunt
According to Kriegel and Brandt, common types of _____ include the paper cow, the meeting cow, and the speed cow.
sacred cows
_____ are unnecessary paperwork—usually forms and reports that cost organizations money to prepare, distribute, and read. To determine if something is a paper cow, consider the extent to which the paperwork increases efficiency, productivity, or quality
Paper cows
Another area ripe for change is the number and length of meetings. Think about meetings you have attended recently. How much meeting time was spent doing business as opposed to socializing? Was the meeting really necessary? To reduce the number and length of meetings, some organizations ask the person calling the meeting to determine the cost of the meeting (e.g., one hour’s salary of each attendee, cost of meeting room, cost of refreshments and supplies) and consider whether the cost will exceed the potential benefits.
The Meeting Cow
Unnecessary deadlines are another source for potential change. Requiring work to be done “by tomorrow” is sometimes necessary. However, unnecessary deadlines cause employees to work at a faster than optimal pace, resulting in decreased quality, increased stress, and increased health problems.
The Speed Cow
_____ theorized that organizations go through three stages of “Employee Acceptance of Change”: unfreezing, moving, and refreezing.
Lewin
In the _____ stage, the organization must convince employees and other stakeholders (e.g., shareholders, the community) that the current state of affairs is unacceptable and that change is necessary.
unfreezing
In the _____ stage, the organization takes steps (e.g., training, new work processes) to move the organization to the desired state.
moving
In the _____ stage, the organization develops ways to keep the new changes in place, such as formalizing new policy and rewarding employees for behaving in a manner consistent with the new change
refreezing
_____ suggests that employees typically go through five stages during major organizational changes: Denial, defense, discarding, adaptation, and internalization.
Carnall
Stage 1: _____. During this initial stage, employees _____ that any changes will actually take place, try to convince themselves that the old way is working, and create reasons why the proposed changes will never work (e.g., “We tried that before and it didn’t work. Something like that won’t work in a company like ours”).
Denial
Stage 2: _____. When employees begin to believe that change will actually occur, they become _____ and try to justify their positions and ways of doing things. The idea here is that if an organization is changing the way in which employees perform, there is an inherent criticism that the employees must have previously been doing things wrong.
Defense
Stage 3: _____. At some point, employees begin to realize not only that the organization is going to change but that the employees are going to have to change as well. That is, change is inevitable, and it is in the best interest of the employee to discard the old ways and start to accept the change as the new reality.
Discarding
Stage 4: _____. At this stage, employees test the new system, learn how it functions, and begin to make adjustments in the way they perform. Employees spend tremendous energy at this stage and can often become frustrated and angry.
Adaptation
Stage 5: _____. In this final stage, employees have become immersed in the new culture, become comfortable with the new system, and accepted their new coworkers and work environment.
Internalization
Organization change expert Warner Burke distinguishes two types of _____: evolutionary and revolutionary.
change
The vast majority of change is _____, that is the continual process of upgrading or improving processes
evolutionary
_____ are people who enjoy change and often make changes just for the sake of it. A _____ motto might best be expressed as “If it ain’t broke, break it.” Though many people like to call themselves _____ , it may not be such a compliment. That is, reasoned change is good, but change for the sake of change is disruptive.
Change agents
_____ are not afraid to change or make changes but want to make changes only if the changes will improve the organization. Their motto might be “If it ain’t broke, leave it alone; if it’s broke, fix it.” _____ are people who constantly ask such questions as “Why are we doing this?” and “Is there a better way we could be doing this?” But in contrast to the change agent, they are not driven by a need to change constantly.
Change analysts
_____ are people who probably will not instigate change but are willing to change. Their motto is “If it’s broke, I’ll help fix it.” _____ typically have high self-esteem and optimistic personalities and believe they have control over their own lives.
Receptive changers
_____ will certainly not instigate or welcome change, but they will change if necessary. Their motto is “Are you sure it’s broken?”
Reluctant changers
_____ hate change, are scared by it, and will do anything they can to keep change from occurring. Their motto is “It may be broken, but it’s still better than the unknown.”
Change resisters
_____ are communication tools that convey certain messages to employees. For example, establishment of an on-site wellness center conveys the organization’s interest in health.
Symbols
There are also formal ways in which organizations can influence the socialization process. One way is through establishing _____. _____ are procedures in which employees participate to become “one of the gang.” Activities such as annual awards, banquets, or staff picnics are _____ that reinforce the impression of a “caring” organization.
Rituals
Decision-Making Strategies Using the Vroom-Yetton Model
Five possible decision-making strategies:
- Autocratic I strategy
- Autocratic II strategy
- Consultative I strategy
- Consultative II strategy
- Group I strategy.
Decision-Making Strategies Using the Vroom-Yetton Model
Five possible decision-making strategies:
With the _____ strategy, leaders use the available information to make the decision without consulting their subordinates. This is an effective strategy when the leader has the necessary information and when acceptance by the group either is not important or is likely to occur regardless of the decision.
Autocratic I
With the _____ strategy, leaders obtain the necessary information from their subordinates and then make their own decisions. The leader may or may not tell the subordinates about the nature of the problem. The purpose of this 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
Leaders using the _____ strategy share the problem on an individual basis with some or all of their subordinates. After receiving their input, the leader makes a decision that may or may not be consistent with the thinking of the group. This strategy 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
Leaders using the _____ strategy share the problems 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 main difference between this strategy and the Consultative I strategy is that with _____ the entire group is involved, whereas in Consultative I only a few employees are asked to provide input
Consultative II
Levels of Employee Input
At the advisory level, employees are asked to provide feedback, suggestions, and input into a variety of organizational concerns.
Advisory
Levels of Employee Input
At the advisory level, employees are asked to provide feedback, suggestions, and input into a variety of organizational concerns.
Advisory
Levels of Employee Input
The fourth level of employee input and control allows an employee to make a decision. However, this decision is made at a group level.
Shared/Participative/Team
Levels of Employee Input
The final level of employee input and control gives an employee the _____ authority to make a decision on his own—no group consensus, no supervisory approval.
absolute
When organizations restructure, the result is often a decrease in the size of their workforce.
These reductions in force are the result of a variety of factors, including economic difficulties, pressure by stockholders for quick profits, mergers, new technology replacing humans, and employee empowerment programs resulting in
Downsizing
The _____ counseling process should include the issues of severance pay, unemployment insurance, medical insurance, and any special programs that might be available to help the layoff victims.
financial
The same concern applies to employees working more than one job, or _____. For example, an employee might work the day shift as a machine operator for Ford Motor Company and then work the night shift as a store clerk for a 7-Eleven convenience store. People moonlight because they want or need to earn extra money, and they may even enjoy the second job.
moonlighting
The most flexible of these schedules is called _____ time. With this system, an employee can choose her own hours without advance notice or scheduling. Employees can come and go as they please as long as they work eight hours each day and 40 hours each week. With gliding time, there are no core hours.
gliding
Most flexible working schedules are categorized as flexitour or modified flexitour, with the employee enjoying greater flexibility in working hours, although the hours must be scheduled in advance.
With a _____ system, the employee must submit a schedule on a weekly, biweekly, or monthly basis, depending on the organization.
flexitour
Most flexible working schedules are categorized as flexitour or modified flexitour, with the employee enjoying greater flexibility in working hours, although the hours must be scheduled in advance.
In a _____ flexitour, the employee must schedule her hours in advance but can change these hours on a daily basis with some advance notice.
modified
Most flexible working schedules are categorized as flexitour or modified flexitour, with the employee enjoying greater flexibility in working hours, although the hours must be scheduled in advance.
In a _____ flexitour, the employee must schedule her hours in advance but can change these hours on a daily basis with some advance notice.
modified
In fact, we have all probably known people who claimed to be “night people” or to “prefer the morning.” These individual differences in time preference are called _____.
chronotypes
