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od > Week One > Flashcards

Week One Flashcards

1
Q

Challenges for Organizations

A
  • Change avalanching down on us
  • Tomorrows world different form todays
  • Organizations need to adapt to change
  • Organizations in continuous interaction with external forces
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2
Q

Figure 1.1 ( The organizational Environment )

A

An Organization:

  • Competitors
  • customers
  • governments
  • stockholders
  • suppliers
  • society
  • employees and unions
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3
Q

What is OD?

A

It is a long-range efforts and programs. It’s aimed at improving organization’s ability to survive and OD changes problem-solving and renewal processes.

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4
Q

OD is

A
  • Planned
  • organization Wide
  • Managed from Top
  • Increases organization effectiveness
  • planned interventions
  • used behavioral science knowledge
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5
Q

The Characteristics of OD

A
  • Planned Change
  • Collaborative approach
  • Improve performance
  • Humanistic values
  • systems approach
  • scientific approach
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6
Q

Change

A

Change is planned by managers to achieve goals

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7
Q

Collaborative approach

A

Involves collaborative approach and involvement

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8
Q

Performance orientation

A

emphasis on ways to improve and enhance performance

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9
Q

Humanistic Orientation

A

Emphasis upon the increased opportunity and use of human potential

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10
Q

Systems Approach

A

Relationship among elements and excellence

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11
Q

Scientific Method

A

Scientific approaches supplement practical experience

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12
Q

Why OD

A

Most cited reasons for beginning change program:

  • The level of competition
  • Survival
  • Improved performance
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13
Q

Primary Goals of Change Programs

A
  • Change the corporate culture
  • Become more adaptive
  • increase competitiveness
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14
Q

Factors Leading to Emergence of OD

A
  • Need for new organizational forms
  • Focus on cultural change
  • Increase in social awareness
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15
Q

The only constant is change

A
  • change is a moving target
  • today’s managers need new mid-set
  • flexibility
  • speed
  • innovation
  • constantly changing conditions
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16
Q

Successful Firms share these traits

A

-faster
-quality conscious
-employee involvement
-customer-oriented
smaller

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17
Q

Evaluation of Od

A
  • Evolved since the late 1940s
  • NTL Laboratory-Training Methods
  • Survey research and feedback
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18
Q

OD practitioners consist of

A
  • Specialists

- Those applying OD in daily work

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19
Q

OD Specialists are

A
  • internal practitioners- from within the organization
  • External practitioners- from outside the organization
  • managers apply OD principles and concepts
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20
Q

Activities include

A
  • Team leaders developing teams
  • Building learning organizations
  • implementing total quality management
  • creating bounder less organizations
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21
Q

Organization Culture

A

A system of shared meanings Including:

  • language
  • dress
  • patterns of behavior
  • vale system
  • feelings
  • attitudes
  • interactions
  • group norms
22
Q

Norms

A
  • Organized and share ideas
  • What members should do and feel
  • how behavior is regulated
23
Q

Types of Norms

A
  • Pivotal Norms: Essential to accomplishing organization’s objectives
  • Peripheral Norms: Support and contribute to pivotal norms, and Not essential to organization’s objectives
24
Q

Socialization Process

A
  • Process that adapts employees to the culture
  • New employees become aware of norms
  • Employees encounter culture
  • individuals understand power, status, rewards, sanctions
25
Q

The Socialization Process

A
  1. ) Expectations
  2. ) Encounters Culture
  3. ) Adjusts to Culture and Norms
  4. ) Receives Feedback
26
Q

Adjustment to Cultural Norms

A
  • Rebellion: Rejection of all valises and norms
  • Conformity: Acceptance of all values and norms
  • Creative Individualism: acceptance of pivotal values and rejection of others
27
Q

Basic Responses to Socialization

A

-Rebellion: Rejection of all valises and norms

Creative Individualism: acceptance of pivotal values and rejection of others

Conformity: Acceptance of all values and norms

28
Q

Psychological Contract

A
  • Unwritten agreement between individuals and organization

- open-ended so issues may be renegotiated

29
Q

A Model for Change

A
  • OD is continuing process
  • Emphasis on viewing organization as total system
  • system consists of interacting and interrelated elements
30
Q

Organization Development Five Stages

A

Stage one: Anticipate need for change
Stage two: Develop the practitioner client relationship
Stage Three: The diagnostic phase
Stage Four: Action plans, Strategies and Techniques
Stage Five: Self-Renewal Monitor, and stabilize

31
Q

Organization Development Five Stages Stage one

A

Anticipating Need for Change.
Someone recognizes need for change.
Must be felt need for change

32
Q

Organization Development Five Stages Stage Two

A

Develop Practitioner-Client Relationship.
Practitioner enters system.
Good first impressions important.
Practitioner establishes trust and open communication.

33
Q

Organization Development Five Stages Stage Three

A 
The Diagnostic Phase.
Practitioner and client gather data.
Objective to:
Understand client’s problems.
Identify causes.
Select change strategies.
34
Q

Organization Development Five Stages Stage four

A

Action Plans, Strategies, and Techniques
Series of interventions, activities, or programs.
Aimed at increasing effectiveness.
Programs apply OD techniques.

35
Q

Organization Development Five Stages Stage five

A 
Self-Renewal, Monitor, and Stabilize.
As program stabilizes, need for practitioner decreases.
Monitor results.
Stabilize change.
Gradual disengagement of practitioner
36
Q

OD ApplicationGE’s Epicenter of Change

A

Leadership Center is tool to spread change.
OD, leadership, and innovation are applied to real-world.
Participants include entry-level to highest positions.
Customers invited to help solve mutual problems.

37
Q

Action research model.

A

Collecting and feeding back information.

Implementing action programs.

38
Q

Change agent.

A

A person attempting to bring change.

39
Q

Client System.

A

Person or organization that is being assisted.

40
Q

Creative individualism

A

Questioning of peripheral norms.

Accepting of pivotal norms

41
Q

External practitioner

A

Person from outside who is resource for change

42
Q

Internal practitioner

A

Internal resource for change.

Could be manager

43
Q

Norms

A

Organized and shared ideas.
What members should do and feel.
How behavior should be regulated.

44
Q

Organization culture

A

System of shared meanings.

Includes language, dress, values, norms.

45
Q

Organization development (OD).

A

Planned strategy to bring about change

46
Q

OD practitioner.

A

People using and assisting others to implement OD

47
Q

OD specialist

A

Professional specialized and trained in OD

48
Q

Peripheral norms

A

Support and contribute to pivotal norms.

Not essential to organization’s objectives

49
Q

Pivotal norms.

A

Essential to organization’s objectives

50
Q

Psychological contract

A

Expectations between individual and organization

51
Q

Socialization

A

Process of individual adjusting to organization’s culture

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