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STOMAN > STOMAN QUIZ MOD 4 > Flashcards

STOMAN QUIZ MOD 4 Flashcards

1
Q

Organization members are likely to use feedback data for problem solving when they find the information meaningful

A

RELEVANT

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2
Q

Data must be presented to organization members in a form that is readily interpreted.

A

UNDERSTANDABLE

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3
Q

Feedback data need to be linked to real organizational behaviors if they are to arouse and direct energy

A

DESCRIPTIVE

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4
Q

Feedback data should be valid and accurate if they are to guide action.

A

VERIFIABLE

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5
Q

Data should be fed back to members as quickly as possible after being collected and analyzed

A

TIMELY

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6
Q

Because people can easily become overloaded with too much information, feedback data should be limited to what employees can realistically process at one time

A

LIMITED

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7
Q

Feedback should be limited to those problems that organization members can do something about because.

A

SIGNIFICANT

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8
Q

Feedback data can be ambiguous without some benchmark as a reference.

A

COMPARATIVE

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9
Q

Feedback is primarily a stimulus for action and thus should spur further diagnosis and problem solving

A

UNFINALIZED

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10
Q

process of collecting and feeding back data from an organization or department through the use of a questionnaire or survey

A

SURVEY FEEDBACK

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11
Q

refers to people’s willingness to take responsibility for the data, their meaning, and the consequences of using them to devise a change strategy

A

OWNERSHIP

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12
Q

People need to feel that working with the feedback data will have beneficial outcomes.

A

MOTIVATION TO WORK WITH THE DATA

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13
Q

Structure for the meeting. Feedback meetings need some structure or they may degenerate into chaos or aimless discussion.

A

STRUCTURE FOR THE MEETING

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14
Q

Generally, people who have common problems and can benefit from working together should be included in the feedback meeting

A

APPROPRIATE ATTENDANCE

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15
Q

It is important to clarify the power possessed by the group.

A

APPROPRIATE POWER

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16
Q

People in feedback meetings require assistance in working together as a group.

A

Process help.

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17
Q

refers to a set of sequenced planned actions or events intended to help an organization increase its effectiveness.

A

intervention

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18
Q

concerns the extent to which the intervention is relevant to the organization and its members. Effective interventions are based on valid information about the organization’s functioning

A

THE EXTENT TO WHICH IT FITS THE NEEDS OF THE ORGANIZATION

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19
Q
  • is the result of an accurate diagnosis of the organization’s functioning
A

Valid information

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20
Q

suggests that members are actively involved in making decisions about the changes that will affect them.

A

Free and informed choice

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21
Q

members accept ownership of the intervention and take responsibility for implementing it.

A

Internal commitment

22
Q

interventions are intended to produce specific results, they must be based on valid knowledge that those outcomes actually can be produced.

A

THE DEGREE TO WHICH IT IS BASED ON CAUSAL KNOWLEDGE OF INTENDED OUTCOMES

23
Q

organization members should be better able to carry out planned change activities on their own

A

THE EXTENT TO WHICH IT TRANSFERS CHANGE MANAGEMENT COMPETENCE TO ORGANIZATION MEMBERS

24
Q

Intervention success depends heavily on the organization being ready for planned change.

A

READINESS FOR CHANGE

25
Q

An organization’s change capability is a function of the changerelated knowledge and skills present in the organization, the resources and systems devoted to change, and the organization’s experience with change

A

CAPABILITY TO CHANGE

26
Q

Interventions may have to be modified to fit the local culture.

A

CULTURAL CONTEXT

27
Q

OD practitioners should assess their experience and expertise against the requirements needed to implement the intervention effectively.

A

CAPABILITIES OF THE CHANGE AGENT

28
Q

involves moving from the known to the unknown. Because the future is uncertain and may adversely affect people’s competencies, worth, and coping abilities, organization members generally do not support change unless compelling reasons convince them to do so.

A

Organizational change

29
Q

Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover.

A

SENSITIZE ORGANIZATIONS TO PRESSURES FOR CHANGE

30
Q

information about the organization’s current functioning is gathered and compared with desired states of operation.

A

REVEAL DISCREPANCIES BETWEEN CURRENT AND DESIRED STATES

31
Q

Organization members invariably have expectations about the results of organizational changes.

A

CONVEY CREDIBLE POSITIVE EXPECTATIONS FOR THE CHANGE

32
Q

Change can generate deep resistance in people and in organizations, thus making it difficult, if not impossible, to implement organizational improvements. At a personal level, change can arouse considerable anxiety about letting go of the known and moving to an uncertain future

A

OVERCOMING RESISTANCE TO CHANGE

33
Q

comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo.

A

Technical resistance

34
Q

can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders.

A

Political resistance

35
Q

takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate

A

Cultural resistance

36
Q

identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it, but it requires a great deal of empathy and support.

A

EMPATHY AND SUPPORT

37
Q

People resist change when they are uncertain about its consequences.

A

COMMUNICATION

38
Q

involve organization members directly in planning and implementing change.

A

PARTICIPATION AND INVOLVEMENT

39
Q

involves creating a vision of what members want the organization to look like or become.

A

CREATING A VISION

40
Q

include specific performance and human outcomes that the organization or unit would like to achieve.

A

BOLD AND VALUED OUTCOMES

41
Q

specifies, in vivid detail, what the organization should look like to achieve bold and valued outcomes.

A

DESIRED FUTURE STATE

42
Q

involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful

A

ACTIVITY PLANNING

43
Q

identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support

A

COMMITMENT PLANNING

44
Q

management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process

A

CHANGE- MANAGEMENT STRUCTURES

45
Q

Once organizational changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them

A

SUSTAINING MOMENTUM

46
Q

Implementing organization change generally requires additional financial and human resources, particularly if the organization continues day-to-day operations while trying to change itself.

A

PROVIDING RESOURCES FOR CHANGE

47
Q

support ystem typically consists of a network of people with whom the change agent has close personal relationships

A

BUILDING A SUPPORT SYSTEM FOR CHANGE AGENTS

48
Q

In many cases, the changes cannot be implemented unless members gain new competencies

A

DEVELOPING NEW COMPETENCIES AND SKILLS

49
Q

linking formal rewards directly to the desired behaviors

A

REINFORCING NEW BEHAVIORS

50
Q

Successful organizational change requires persistent leadership that does not waver unnecessarily

A

STAYING THE COURSE

STOMAN (6 decks)

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