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Managing ppl and organizations > organizational change > Flashcards

organizational change Flashcards

1
Q

vocab:
Lower costs and rapid improvements in technology impacts firms internally and externally.

A

technology

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2
Q

Technology facilitates the automation and improve of processes which eads to lower costs, increased efficiency, and better data to make decisions. Examples: Migration to cloud, big data, applications, automation of jobs

A

internal

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3
Q

Technology facilitates the continuous improvement of existing products and services as well as development of new products and services: Ex. Smart phone apps, electronics on wheels

A

external

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4
Q

Virtual reality can enhance training of new employees and customers as well as enhancing new products and services. Medical devices incorporating virtual reality. AI’s future impact

A

both (technology)

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5
Q

The lost of sales/profits to a competitor threatens the life of a firm, and this ignites change to survive. Sometimes this results in mergers and acquisitions. Ex. Ford

A

competition

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6
Q

When labor markets arde tight, firms must change to maintain and recruit talent. Ex. WFH, flexible work hours, office layouts, benefits, work-life balance

A

people

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7
Q

what are the 3 market forces for change

A
  1. technology,
  2. competition
  3. people
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8
Q

Redistribution of power (reward, coercive, references, legatamiate, export)

A

Organizational Resistance to Change

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9
Q

what are the organizational resistance for change (5)

A
  1. decision making power
  2. group interim
  3. threatened expertise
  4. new resource allocations
  5. embedded culture and systems
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10
Q

Change in authority to take decisions threatens an individual’s power relationship with others. Example: switching from centralized to decentrailed decision-making.

A

decision making power

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11
Q

Even if individuals embrace change, other team members, may pressure them to drop their support.

A

Group Interia

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12
Q

High valuable individual and group expertise developed over years is suddenly of little or no value. Example, Sweitching tech platforms

A

Threatened expertise

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13
Q

Meaningful change reqquires a reallocation of funds from one group to another resulting in winners and losers.

A

New Resource Allocations

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14
Q

Cultural components (norms, rituals, values, stories) have guided the development the existing information systems and procedures to produce consistent and stable results. This formal and informal structures provide significant resistance. Ex. System of rewards/ motivation

A

Embedded Culture and Systems

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15
Q

how to leaders influence organizational culture

A

reference and reward power

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16
Q

Stating the organization’s new strategy / culture should be included in all communication including promotion announcement, annual and quarterly financial statements, reorganiation, announcements, and all other internal and external communication

A

Consistent Communication

17
Q

Consistently modeling values nad beahiors tht reinforce the culture demonstrating that the espoaused culture applies to them. Ex: Walamrt executueves sharing hotel rooms

A

Role Modeling

18
Q

Nitrite existing traditions, stories, and rituals that express, define, and reinforce the new exposed culture. If lacking the CEO may have to establish new ones

A

rituals

19
Q

what are the brand approaches to changing culture

A

Reference and Coercive Power

20
Q

Change must start from the top with leaders demonstrating a strong commitment to the new culture and serving as a role model for the desired behaviors and values through their actions, decisions, and communication

A

Top-Down

21
Q

Firing the CEO and other members of the top management team strongly communicates the need for major change and creates the expectation that the new leaders from outside of the company will be bringing values and norms.

A

New Leader Top-Down

22
Q

Empower employees to actively participate in the change process by soliciting their feedback, involving them in decision- making and encouraging them to take ownership of the new culture. This fosters sense of ownership and commitment among employees.

A

bottom- up

23
Q

how to change organizations culture

A
  1. define espoused value
  2. Promote New Strategy/ Culture
  3. Change Organizational Structure
  4. Promote Proponents
  5. Address Resistance
  6. Align Systems and Processes
  7. Align Culture with Brand
  8. Sustain Momentum
24
Q

Do people understand them and how they relate to day to day behavior? Come up with behavioral descriptors for each value you define adn articulate how those would translate into actionable behavrios at all levels

A

Define Espoused Values

25
Q

Formally change and promote the new mission and values statements on company website and all publications. Strategy and culture are inseparable and must always be communicated together.

A

Promote New Strategy/ Culture

26
Q

Change organization chart to evaluate and create new positions in support of new values. Example. Quality value needs VP of quality control, innovation needs VP pd R&D.

A

Change Organizational Structure

27
Q

Highlight and promote people who embody the new culture and clearly state how they do this in promotion announcements

A

Promote Proponents

28
Q

Expect resistance and address it proactively through open dialouge, coaching, and support. Encourage constructive feedback and create a safe environment for employees to express their concerns. Firing and demoting empployees is a last resort.

A

Address Resistance

29
Q

Review existing systems, processes, and policies to ensure they support the desired culture. This may involve revising performance management systems, reward systems, reward structures, recruitment, and onboarding practices to reinforce the new cultural norms.

A

Align Systems and Processes

30
Q

values resonate with both employees and customers who are consuming products and serv ices that are produced from the culture.

A

Align Culture with Brand

31
Q

Cultural changes is an outgoing process that requires continuous effort and reinforcement.

A

Sustain Momentum

Managing ppl and organizations (11 decks)

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