OS chapter 10 Flashcards
Organizational change
The process by which organizations move from their present state to some desired future state to increase their effectiveness
Force-field theory
A theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place
Evolutionary change
Change that is gradual, incremental, and specifically focused
Revolutionary change
change that is sudden, drastic and organization-wide
Sociotechnical systems theory
A theory suggesting that adjusting roles, tasks, and technical relationships enhances organizational effectiveness
Total quality management (TQM)
A continuous improvement approach, developed by W. Edwards Deming, focused on enhancing the effectiveness of flexible work teams
Quality circles
Groups of workers who meet regularly to discuss and find ways to improve work processes and performance
Flexible work team
A group of workers responsible for carrying out all tasks needed to complete a specific stage in the manufacturing process.
Business process
An activity spanning multiple functions, essential for fast delivery, high quality, or low-cost production of goods and services
Downsizing
The process where managers reduce the organizational hierarchy and lay off staff to lower bureaucratic costs
Action research
A strategy for generating knowledge to help managers define an organization’s ideal future and plan a change program to achieve it
Restructuring
A process where managers adjust tasks, authority relationships, and organizational structure and culture to enhance effectiveness
Innovation
The process by which organizations leverage skills and resources to create new products, services, or systems that better meet customer needs
Top-down change
Change initiated by senior management that cascades down through the organization
Internal change agents
Managers within the organization who understand the specifics of the situation needing change.
External change agents
Outside consultants who specialize in managing organizational change
Bottom-up change
Change initiated by lower-level employees that gradually spreads and impacts the entire organization
Organizational development (OD)
A set of techniques and methods that managers use in action research to enhance their organization’s adaptability
Sensitivity training
An organizational development technique involving intense counseling where group members, with the help of a facilitator, learn about how they are perceived by others and how to interact more sensitively
Team building
An organizational development technique where a facilitator observes group interactions and then assists members in identifying ways to improve their collaboration and communication
Process consultation
An organizational development technique where a facilitator collaborates closely with a manager to enhance their interactions with team members
Intergroup training
An organizational development technique that employs team-building activities to enhance collaboration and communication between different functions or divisions within an organization
Organizational mirroring
An organizational development technique where a facilitator assists two interdependent groups in examining their perceptions and relationships to enhance their collaboration and interactions
Organizational confrontation meeting
An organizational development technique that gathers all managers to openly discuss and assess whether the organization is effectively meeting its goals
