Week 8 - Chapter 15 Flashcards

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1
Q

What is Organizational Change

A
Alternation of structure, technology
processes or people within an
organization
Change: planned or unplanned
transformation
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2
Q

Organizational change

A

Organizational change can
have a profound impact on
customers and organizational
members.

The way that changes are
implemented and managed is
crucial to both customers and
organizational members.

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3
Q

Why organizations must change

A

All organizations face two basic sources of pressure to
change:
• External sources
• Internal sources

Environmental changes must be matched by organizational
changes if the organization is to remain effective.

Change can also be provoked by forces in the internal
environment of the organization.

Change entails some investment of resources and almost
always requires some modification of routines and processes.

The internal and external environments of various
organizations will be more or less dynamic.

As a result, organizations will differ in the amount of change
they display.

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4
Q

What do organizations change?

A

Goals and strategies

Technology

Job Design

Structure

Processes

Culture

People

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5
Q

Kurt Lewin’s 3 steps of change

A
  1. Unfreezing
    - Recognizing need for change
    - Crises are especially likely to stimulate unfreezing.
  2. Changing
    - Implementing planned change
  3. Refreezing
    - Accepting newly changed state
    - The effectiveness of the change is examined and the desirability of
    extending change further can be considered.
    - Refreezing is a relative and temporary state of affairs.
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6
Q

Unfreezing

A

Prepare for change

Need to:
- Generate dissatisfaction with
status quo
- Involve people
- Reward change
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7
Q

Change

A

Implementing change

Need to:

  • Establish goals
  • Communicate
  • Develop management structures
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8
Q

Refreezing

A

Stabilizing change

Need to:

  • Succeed
  • Reward
  • Institutionalize
  • Evaluate
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9
Q

Organizational learning

refers to the process through which ___

A

an organization acquires, develops, and transfers knowledge

throughout the organization.

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10
Q

Two Primary methods of organizational learning

A

Knowledge acquisition

Knowledge development

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11
Q

Four Key Dimensions of Learning Organization

A


Vision/support

Culture

Learning systems/dynamics

Knowledge management/infrastructure

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12
Q

Issues in the change process

A

Problems that occur during the change process:

Diagnosis

Resistance

Evaluation and institutionalization

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13
Q

Causes of Resistance

A

o Politics and self interest

o Low individual tolerance for
change

o Lack of trust

o Different assessments of the
situation

o Strong emotions

o Strong organizational
identification

o A resistant organizational culture

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14
Q

Why resist change?

A

The perceived
gap (need for change) is
either too large or very
small.

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15
Q

Sources of individual resistance

A

Economic insecurity

Fear of the
unknown

Threats to social
relationships

Habit

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16
Q

Sources of Organizational Resistance

A

Structural inertia

Previously
unsuccessful change
efforts

Work
group
inertia

Threats to
existing
balance of
power

17
Q

Overcoming resistance to change

A

Gain leadership support

Identify and neutralize change resisters

Educate the workforce

“Sell” the need for change

Involve employees in the change efforts

Create a “learning organization”

18
Q

Kotter’s 8 step model for leading change focus on leadership

A

1 “Establishing a sense of urgency”

2 “Forming a powerful guiding coalition”

3 “Creating a vision”

4 “Communicating the vision”

5 “Empowering others to act on the vision”

6 “Planning for and creating short-term wins”

7 “Consolidating improvements and producing still more change”

8 “Institutionalizing new approaches”

19
Q

Organizational Development Techniques

A

OD practitioners individuals, usually from outside the
organization, who coordinate and facilitate an
organization’s change efforts

OD interventions planned organizational change

Examples

  • Team Building
  • Survey Feedback Approach
  • Total Quality Management
  • Re engineering
20
Q

Negotiation Basics

A

Prepare

Acknowledge

Plan

Negotiate

21
Q

Prepare

A
• Research
• Avoid
naming
your price
first
22
Q

Acklowledge

A
• Convey
gratitude
• Convey
Interest
• Buy time
23
Q

Plan

A
• ZOPA
• Expand
the Pie
• BATNA
• Strategies
24
Q

Negotiate

A

• Positions
• Integrative
approach
• Success

25
Q

Preparation: Price

A

Previous salary

Current salary

Expected salary

26
Q

Preparation: Negotiation Basics

A

• Positions
• Integrative
approach
• Success

27
Q

Plan: Negotiate Outcomes

A

Interdependent goals are an important aspect of negotiation
– Win lose VS Win win

Processes and outcomes

    • Distributive: Zero sum one winner
    • Integrative: Non zero sum mutual gains situation
28
Q

Acknowledge: Gratitude

A

After receiving offer

  • Vital to convey interest
  • Express gratitude for being selected
  • Advise that you will take time to review and respond

DO NOT IMMEDIATELY NEGOTIATE

BUY TIME!!
WHY:
- Moods & Emotions
- Attention to detail in offer
- Other offers
- Awareness of own position
- Planning
29
Q

Plan: ZOPA

A

The bargaining zone (or zone of potential agreement
ZOPA) is defined as the space between the two parties reservation points

Target point, aspiration point
– This is your goal. Be optimistic but realistic

Resistance point
– A price or outcome below which you will not go

Asking price, initial offer

Benefits & Other items

30
Q

Plan Expanding the Pie

A
Salary
Bonus (bonus: singing, yearly..)
Retirement/Pension plan
Vacation
Relocation
Education/ Tuition
Professional expenses/Memberships
Cell phone/Car/ etc
Office location
Technology or special
equipment (e.g. computers)
Family:
- Child care
- Spousal support
31
Q

Plan: BATNA

A

Best Alternatives to a Negotiated Agreement

Power to walk away from the negotiation

  • If alternatives are attractive, negotiators can:
    • Set their goals higher
    • Make fewer concessions
  • If there are no attractive alternatives:
    • Negotiators have much less bargaining power
32
Q

Plan Strategies

A

Discovering and influencing resistance points:
• Push for settlement near opponent s resistance point
• Get the other party to change their resistance point
• If settlement range is negative, someone needs to change their resistance point
• Convince the other party that the settlement is the best possible

Tactics
• Assess possible outcomes for both sides: Indirectly & Directly
• Impression management
• Perception alteration

33
Q

Plan Sources of Power

A
  1. Informational sources of power
  2. Power based on position in an organization (Legitimate)
  3. Relationship
    based sources of power
  4. Contextual (situation or environment) sources of power
Coercive
Expert
Legitimate
Reward
Referent
34
Q

Plan: Tactics

A

Lowball/Highball

Bogey (playing up a little issue)

The Nibble (small concessions)

Intimidation/ Aggressive Behavior

Snow Job (overwhelm)

35
Q

Plan: Tactics - respond

A

Four main options:

Ignore

Discuss

Respond in kind

befriend

36
Q

Negotiate: Positions

A

Opening offer

Opening stance

Concessions

Final offer/Closing the deal

  • Provide alternatives
  • Assume the close
  • Split the difference
  • Exploding offers
  • Deal sweeteners
37
Q

Negotiate: Integratice Approach

A

Create a free flow of information

  • Get to real needs and objectives
  • Share information
  • Emphasize what you have in common
  • Search for common solutions

Integrative situations

  • More than one issue at hand, with more than one way to resolve
  • Time can be a factor
  • Creating value & Claiming value
38
Q

Practice questions

A

Define power and review the bases of individual power.

Explain how people obtain power in organizations.

Discuss the concept of empowerment.

Define organizational politics and discuss its various forms.

Define ethics and review the ethical dilemmas that managers face.

Define sexual harassment and discuss what organizations can do to prevent it and how they
should respond to allegations.