Organizational Change

Question 1

Beschreib die organizational culture

Answer 1

Question 2

Beschreib the organizational climate

Answer 2

Question 3

Was ist die organizational analysis?

Answer 3

Describe, explain and predict experiences and behavior
of organizational members to prepare for important decisions and to identify important areas for action

Question 4

Was ist organizational development?

Answer 4

Planned change with a long-term focus on the entire organization, as opposed to specific organizational units

Question 5

Forces for change along one or more of six dimensions. Nenn diese.

Answer 5

• The changing nature of the workforce
• Technology
• Economic shocks
• Competition
• Social trends
• World politics

Question 6

Zwischen welchen Arten an change unterscheidet man?

Answer 6

• reactionary vs planned
• episodic vs continuous

Question 7

Beschreib Kotter’s eight-step plan for implementing change

Answer 7

Question 8

Warum schlägt change management in 70% der Fälle fehl?

Answer 8

• because change management is often reactive, discontinuous, and ad hoc
• Wide range of contradictory and confusing theories and a profound lack of empirical evidence

Question 9

Was sind change agents?

Answer 9

• Typically members of the organization who carry out the change measures
• Role: sponsor and promote change initiatives
  in the organization

Question 10

name one of the critical obstacles to successful change management

Answer 10

Resistance to change in organizations

Question 11

Inwiefern hängen stress und organizational change zusammen?

Answer 11

Frequent organizational change has been linked to subjective experiences of stress
(Johnson, Brems, Mills, Neal, & Houlihan, 2006)

However, considerable interindividual differences in responses
to change

Question 12

Beschreib affective responses to organizational change auf den Dimensionen Activation und Valence

Answer 12

Question 13

Resistance to change as a conversational phenomenon

Beschreib den modernen Blick auf change resistence

Answer 13

Question 14

Beschreib autonomy-restrictive communication

Answer 14

• Advising without permission (“You should try…”)
• Confronting (arguing, correcting, blaming, persuading, criticizing)
• Directing (order, command or direction)
• Raising concern (pointing out possible problems)
• Warning (implying negative consequences)

Question 15

How long does the linkage autonomy-restrictive behavior triggers resistance to change persist?

Answer 15

These linkages persist up to three event lags in the observed conversations

Question 16

How to overcome resistance to change?

Answer 16

Question 17

Beschreib die bureaucracy theory

Answer 17

• the basic idea of bureaucracy is also rationalization of organizational processes, making them predictable and independent of specific individuals
• division of la- bor with clear responsibilities
• strong hierarchy to enable efficient coordination
• clear rules
• written documentation

good for stable environments

Question 18

Erkläre die behavioral decision theory and the principle of bounded rationality

Answer 18

suggest that organizations consist of and adapt to changes in their environment through a system of decisions and corresponding actions of their members
* individuals are limited in their infor- mation processing capacity and their motivation to engage
* people have the intention to act in a rational way to maximize utility
* behavior is typically constrained due to limited knowledge about the boundary conditions
* limited ability to evaluate various decision alternatives and potential future outcomes

Question 19

What does the behavioral decision theory suggest?

Answer 19

• that errors should be analyzed to optimize decisions
• formal rules and procedures should be implemented in organizations to ensure that decisions and actions are as rational as possible

Question 20

behavioral decision theory

How do rules reduce complexity and uncertainty?

Answer 20

• a clear division of labor
• standardization of processes
• hierarchy of decision making
• filtering of information through clear communication channels
• the principle of »indoctri- nation.«

Question 21

Beschreib die organizational politics theory

Answer 21

focuses on the personal interests of organizational members and the strategies they use to pursue their personal interests, such as coalition building
* an organization that has powerful members may be able to make fast, flexible, and good decisions
* however, at the same time, the theory emphasizes the possibility that some powerful members may take advantage of the organization

Question 22

Was ist der prospective-proactive processes?

Answer 22

illustrate how organizational members dynamically create and maintain a culture over time
- entail mem- bers’ active contributions to the formation of cultural material, such as values, arti- facts, and symbols

Question 23

Was ist der retrospective-retroactive process?

Answer 23

involves members’ evaluations of the existing organizational culture

Question 24

Was ist die Kernaussage von Hatchs (1993) proposed process model

Answer 24

individuals espoused beliefs and values represent the foundations of organizational culture

Question 25

Was besagt die integrationist perspective on organizational culture?

Answer 25

proposed that within each organization there is only one gestalt culture that includes assumptions shared by all members * there must be a consensus on an organizational feature among members

Question 26

Was besagt die fragmented perspective on organizational culture?

Answer 26

proposes that it is unlikely that all organizational members, across dif- ferent departments and levels, share similar values and beliefs and, therefore, focuses on the role of inconsistency, paradox, and contradiction in organizations

Question 27

Was besagt die differentiation perspective on organizational culture?

Answer 27

proposes that several subcultures may exist within an organization that entail different attributions of meaning

Question 28

Beschreib das competing values framework (Quinn & Rohrbaugh, 1983)

Answer 28

The model suggests that two value dimensions – flexibility vs. stability and internal vs. external focus – are essential for defining organizational effectiveness.

Question 29

Was sind clan cultures?

Answer 29

**flexible and internal focus** are friendly workplaces where leaders act like parents

Question 30

Was sind Adhocracy cultures?

Answer 30

**flexible and external focus** re found in dynamic workplaces where leaders facilitate innovation

Question 31

Was sind Hierarchy cultures?

Answer 31

**stability and internal focus** are structured and formalized workplaces where leaders serve as coordinators

Question 32

Was sind market cultures?

Answer 32

**stability and external focus** are competitive workplaces with ambitious leaders

Question 33

# compositional model of organizational climate Was ist psychological climate?

Answer 33

individual employees’ perceptions constitute the basis of organizational climate

Question 34

# compositional model of organizational climate What is team climate or organizational climate?

Answer 34

When the psychological climates perceptions are shared among employees within a team or organization

Question 35

Nenn drei Methoden für Organizational Development

Answer 35

* Laboratory Method * Survey-Feedback Method * Sociotechnical Systems Theory

Question 36

Beschreib die Laboratory Method

Answer 36

* a group of people work together for some time to learn about group processes and how to effectively manage these processes * these groups provide optimal learning conditions when three conditions are met * learning new atti- tudes and behaviors in this process takes place in three phases called »unfreeze,« »change,« and »refreeze.«

Question 37

Groups provide optimal learning conditions when three conditions are met. Which?

Answer 37

* people find themselves in an unstructured situation with complete strangers and no agenda (have to act spontaneously) * according to the »here and now« principle, only things happening in the current moment should be discussed (everyone is invited to participate) * group members provide others with feedback on how they experience them (increase social awareness)

Question 38

What is meant by unfreeze?

Answer 38

First, group members previously routinized behaviors and attitudes are unfrozen through feedback from others, which first leads to defensiveness and subsequently to the development of awareness that expectations are not consistent with reality anymore, and an openness to reflection.

Question 39

What is meant by the change phase?

Answer 39

During the change (or »moving«) phase, people can explore and test new behaviors and attitudes, generate solutions, and solve problems, which subsequently are implemented and stabilized in the group (i.e., they are refrozen).

Question 40

What does the Sociotechnical Systems Theory suggest?

Answer 40

sociotechnical systems theory suggests that social relationships are important for organizational development and performance

Question 41

Changes in the organization, such as changes in working conditions and techno- logical developments, lead to changes in so- cial relationships. What does the Sociotechnical Systems Theory suggest?

Answer 41

Accordingly, the theory suggests that the social and technical sub- systems of organizations are not indepen- dent and have to be optimized together. Thus, approaches of OD in this tradition include job enrichment, introduction of semi-autonomous work groups, and imple- mentation of quality circles.