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Organizational Behavior > Organizational Change and Stress Management > Flashcards

Organizational Change and Stress Management Flashcards

1
Q

Name 6 forces of change

A
  1. Nature of the workforce
  2. Technology
  3. Economic shocks
  4. Competition
  5. Social trends
  6. World politics
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2
Q

What are the two resistance to change forces?

A
  1. Individual resistance

2. Organizational resistance

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3
Q

What are some examples of individual sources of resistance to change?

A
  1. Habit
  2. Security
  3. Economic factors
  4. Selective information processing
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4
Q

What are some examples of organizational sources of resistance to change?

A
  1. Structural inertia
  2. Limited focus of change
  3. Group inertia
  4. Thread to expertise
  5. Thread to establish power relationships
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5
Q

What are some ways to overcome resistance to change?

A
  1. Communication
  2. Participation
  3. Building support and commitment
  4. Develop positive relationships
  5. Implementing changes fairly
  6. Manipulation and cooptation
  7. Selecting people who accept change
  8. Coercion
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6
Q

What are some approaches to managing change?

A
  1. Lewin’s Three-Step Model
  2. Kotter’s Eight-Step Plan for Implementing Change
  3. Action Research
  4. Organizational Development
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7
Q

Whats Lewin’s three-step change model like?

A

Unfreezing -> Movement -> Refreezing

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8
Q

What is Kotter’s Eight-steps plan for implementing change?

A
  1. Establish a sense of urgency by creating a compelling reason for why change is needed.
  2. Form a coalition with enough power to lead the change.
  3. Create a new vision to direct the change and strategies for achieving the vision.
  4. Communicate the vision throughout the organization.
  5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
  6. Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
  7. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
  8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
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9
Q

What is the action research?

A

a change process based on the systematic collection of data and selection of a change action based on what the analyzed data indicate.

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10
Q

What are the 5 steps of action research?

A

Diagnosis, Analysis, Feedback, Action, and Evaluation.

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11
Q

What are the effects of action research?

A

Provides at least two specific benefits:

  • It is problem-focused.
  • It reduces resistance to change.
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12
Q

What is organizational development?

A

a collection of change methods that try to improve organizational effectiveness and employee well-being.

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13
Q

What are some characteristics of organizational development?

A
  • OD methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry.
  • Focuses on how individuals make sense of their work environment.
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14
Q

What are the 6 interventions for change?

A
  • Sensitivity training
  • Survey feedback
  • Process consultation (PC)
  • Team building
  • Intergroup development
  • Appreciative inquiry (AI)
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15
Q

What would be some examples of paradoxes?

A

Learning
Organizing
Performing
Belonging

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16
Q

What is the key paradox in management?

A

key paradox in management is that there is no final optimal status for an organization

17
Q

What does a culture of innovation imply for change?

A

a more specialized kind of change; is a new idea applied to initiating or improving a product, process, or service.

18
Q

What are some characteristics of learning organization?

A
  1. There exists a shared vision that everyone agrees on.
  2. People discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs.
  3. Members think of all organizational processes, activities, functions, and interactions with the environment as part of a system of interrelationships.
  4. . People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment.
  5. People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization’s shared vision.
19
Q

What can managers do to make their firms learning organizations?

A

Establish a strategy.
Redesign the organization’s structure.
Reshape the organization’s culture.

20
Q

Define stress

A

A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important

21
Q

What are the 2 types of stress?

A
  1. Challenge stressors

2. Hindrance stressors

22
Q

What are the categories of potential stressors?

A
  1. Environmental
  2. Organizational
  3. Personal

Organizational Behavior (4 decks)

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