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Organizational Behaviour 1BA3 > Organizational Change - 13 > Flashcards

Organizational Change - 13 Flashcards

1
Q

What is so good about change?

A

Change can foster creativity
Stimulate new thinking Squash status quo
Pushes ppl to grow

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2
Q

What does change make people feel?

A

Overwhelming
Out of comfort zone
In unknown territory
Feeling scared

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3
Q

What is CRA short for?

A

Change Readiness Assessment

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4
Q

Why do Organizations Change?

A

Due to External sources of pressure and Internal sources of pressure

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5
Q

Examples of External sources of pressure

A

E & T issues
Global competition
Deregulation
Advanced tech

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6
Q

Examples of Internal sources of pressure

A

P issues
Lower productivity
Internal conflict
Strikes
High abseenteeism
Turnover

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7
Q

What does “Culture eats strategy for breakfast” mean

A

It’s the best strategy
no matter how great your strategic plan is, if people issues exist, then that will dominate & there will be problems

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8
Q

What doe organizations use to be effective & to exist?

A

Strategic and Structural change responses

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9
Q

Examples of strategic and structural responses we see org make bc of external/internal pressures

A

Department reorganizations
Mergers
Acquisitions
Buyouts
Downsizing or expansion
Restructuring
Launch of new products
Outsourcing of major organizational activities
Business model changes or new business ventures

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10
Q

What Can Organizations Change?

A
  1. Goals and Strategies
  2. Tech
  3. Job Design
  4. Structure
  5. Process
  6. Culture
  7. People

  1. Choose to strategize to become the biggest leader in the industry
  2. Moving from rigid assembly line to flexible manufacturing
  3. Increase breadth & depth, etc
  4. Mechanistic to organic structuring
  5. How things are done; forms of interdependence-sequential/recipricol
  6. Shift in beliefs/values; socialize our ppl diff
  7. Hire, performance manage development differently
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11
Q

What are the 3 important points about the areas org’s can change?

A
  1. Domino Effect : Change in 1 area often calls for changes in other areas
  2. Change in most areas require serious attention be given to ppl
  3. Change requires employees to learn new skills and change their attitudes

  1. E.g. Change policy affect how things are done elsewhere
  2. Never underestimate the culture eats statement. The biggest hurdle is going to be w people. E.g. Often resist change
  3. You have to get people on board. E.g. Learn new computer software
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12
Q

What is

Change

A

A variation or alteration…passing from 1 state or form to another
Change is nothing more then dissonance which can lead to resistance

THE IMPORTANT CHANGE IS NOT THE PHYSICAL EQUIPMENT, ETC, RATHER WHAT HAPPENS INSIDE A PERSON’S HEAD

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13
Q

Characteristics of Change

Change VS Transition

A
  • Organization
  • External
  • Immediate
  • Process/Structural
  • Beginning
  • No Resistance

“Ur fired, we’re downsizing, etc”
Organizational level word

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14
Q

Characteristics of Transition

Change VS Transition

A
  • Individual
  • Internal
  • Takes Time
  • Behavioural
  • Ending
  • Resistance

What goes on in people’s heads

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15
Q

What are the 5 Psychological Dynamics of Change (HOW we change)

A
  1. Sense of loss
  2. Lack of clarity
  3. Self Preservation
  4. Personal (in the gut then to head)
  5. Loss in the performance
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16
Q

What is meant by “Sense of Loss”

Psychological Dynamics of Change

A

“I’m losing something”

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17
Q

What is meant by “Lack of clarity”

Psychological Dynamics of Change

A

Always confusion when there is change

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18
Q

What is WIFM short for?

Psychological Dynamics of Change

A

“What’s In It For Me”

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19
Q

What is meant by Personal (in the gut then to head)?

Psychological Dynamics of Change

A

It’s better to qucikly to get from gut to head; negative to neutral to positive stress

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20
Q

What is meant by Loss in performance?

Psychological Dynamics of Change

A

J Curve

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21
Q

What is meant by “Don’t put lipstick on a bulldog”?

A

Don’t try to make something ugly look pretty
If you sugarcoat something, it will come back and hit you hard

22
Q

What are the stages of transition of individual change

A

Unfreeze
Change
Refreeze

23
Q

Who came up with the 3 Step Model

A

Lewin

24
Q

What is Unfreeze

Lewin’s Three-Step Model

A

The recognition that some current state of affairs is unsatisfactory
Most freezing is reaction, most often crises or threat is what stimulates the unfreezing

Ex. Dramatic shift happened in the env & now we need to respond

25
Q

What’s the difference between voluntary and involutary change?

A

Voluntary: When you kick your own ass and make change; hard
Involuntary: When change happens to you

Ex: When someone is followed - Involuntary

26
Q

Difference between proactive and reactive behaviour?

A

Reactive: Waiting for the bad things to happen and then changing
Proactive: Changing before the bad thing happens

We rarely see proactive behaviour
Unfreezing ahead of time would be very wise (Proactive behaviour)

27
Q

What is Change in Lewin’s Three Step Model?

A

The implementation of a program or plan to move the organization or its members to a more satisfactory state

Ex: Actually installing new tech, dealing with new customers/suppliers, etc.
80% of humans tend to get to a brick wall & go backwards (go back to old ways bc of unknown territory)

28
Q

What is Refreeze in the Lewin’s Three Step Model

A

The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization

29
Q

How do you know you are in the refreeze step?

A

When organization/human doesn’t go backwards & start using the old behaviour.
You are in ur new normal

30
Q

What would a covert passive resistor react to change

A

They are dangerous because they say “no problem, do whatever” but they don’t like the change.
They could commit sabotage

31
Q

What would an overt active resistor react to change

A

They would yell but it’s better because you can change the negative to positive stress

32
Q

Issues in Change Process

A
  1. Diagnosis
  2. Resistance
  3. Evaluation, Institutionalization

  1. Your collecting info on why the problem happened? Proactive - Whyd did this have to happen?
  2. Convert or overt failure by org memberes to support the change in effort
  3. Did the changes accomplish what was intended?
33
Q

Change agent

A

Diagnostic work & make recommendations for change to client org using behavioural science knowledge

34
Q

Causes of Resistance

A
  1. Politics and self-interest
  2. Low individual tolerance for change
  3. Lack of trust
  4. Diff assessments of the situation
  5. Strong emotions
  6. Strong org identification
  7. A resistant org culture

  1. Persoon might feel they could lost their job/power/status if you ask them to change
  2. Personality; some people are more ok with change
  3. They don’t trust the motives of what they are doing even if they understand that change must happen
  4. They resist because they think you read the env wrong
  5. Nothing to do w personality they just have strong emotions
  6. Ppl who identify strongly w an org often resist org change
  7. A strong culture org will often have resistance bc u’ve been giving them dog biscuits & now ur changing
35
Q

What are the 4 different people in how they react to change over time

A
  1. Champions
  2. Doubters
  3. Converts
  4. Defectors
36
Q

How do champions react to change over time?

Time and Resistance

A

Welcome change from the beginning and maintain change supportive perceptions over time

37
Q

How do doubters react to change over time?

Time and Resistance

A

Resist change from the get-go and persist in their resistance

38
Q

How do converts react to change over time?

Time and Resistance

A

Resistant at first but come to see the value of change

39
Q

How do defectors react to change over time?

Time and Resistance

A

Have initial change-supportive perceptions but become resistant over time

40
Q

What is Organizational Development?

A

A planned, ongoing effort to change organizations to be more effective and more human

OD focuses on interpersonal & group processes

41
Q

What are the 4 classic OD interventions

A
  1. Team Building
  2. Survey Feedback
  3. Total Quality Management (TQM)
  4. Reengineering
42
Q

What is the OD Team Building Intervention about?

A

Massive self examination

43
Q

What is the OD Survey Feedback Intervention about?

A

Collecting data through questionnaires/interviews on understanding issues that exist in the org & outside - then making decisions on hwo to improve based on the data

44
Q

What is the OD Total Quality Management about?

A

Everything you can do to improve quality

45
Q

What is the OD Reengineering about?

A

Redesign of organization procesees so activities or work to achieve major improvements in time, costs, quality & service

46
Q

What does OD work better for?

A

Supervisors/managers than blue-collar workers because their jobs/promotions within org has a lot to do with improvements

47
Q

Innovation

A

Process of developing and implementing new ideas in an organization

48
Q

What does innovation require?

A

Creative ideas and creative ppl
Good communication
Ppl who will fight for new ideas

49
Q

Idea Champions

A

People who see the kernel of an innovative idea and help guide it through the implementation
Role is informal and emergent
Involves sponsorship and support

50
Q

Knowing-Doing Gap

A

Managers know what to do, but many have trouble implementing the knowledge in the from of action

51
Q

Why does the knowing-doing gap happen?

A
  1. Lack of skill
  2. They are afraid
  3. Lack of trust

  1. Fear of moving from theory to doing (M.U.M Effect)
  2. For the reasons of change they don’t trust it

Organizational Behaviour 1BA3 (7 decks)

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