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29 Cards in this Set
- Front
- Back
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Organizational change:
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any transformation in the design or functioning of an organization
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Radical change:
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organizations make major innovations in the ways they do business
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Stages of Radical Change
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Unfreezing --> Transitioning --> Refreezing
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Incremental change:
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ongoing process of evolution over time, during which many small adjustments occur routinely
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Tempered radicals:
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people who strive to create radical change but do so by prodding an organization to make many small incremental changes
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Total quality management:
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relies heavily on continuous incremental change
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Reactive change:
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occurs when an organization is forced to adapt or innovate in response to some event in the external or internal environment
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Anticipatory change:
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occurs when managers make organizational modifications based on forecasts of upcoming events or early in the cycle of a new trend
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Types of Organizational Change
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Incremental Anticipatory Change, Incremental Reactive Change, Radical Anticipatory Change, Radical Reactive Change
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Planning for Organizational Change: Key Steps
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1. Assess the Environment
2. Determine Performance Gap 3. Diagnose Organizational Problems 4. Articulate and Communicate Vision for the Future 5. Develop and Implement an Action Plan 6. Anticipate and Reduce Resistance 7. Monitor Changes |
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Common Reasons for Resistance
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1. Fear 2. Vested Interest 3. Misunderstandings 4. Cynicism
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Methods for Creating Change
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1. Technological Change
2. Organizational Redesign 3. Job Redesign 4. Organizational Redesign |
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Technological Change
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Involves incremental adjustments or radical innovations that affect workflows, production methods, materials, and information systems; Many new forms of information technology (IT); IT is enabling real time and any time links between suppliers, producers, distributors, and customers
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Organization Redesign
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Involves incremental adjustments or radical innovations focused on realigning departments, changing who makes decisions, and merging or reorganizing departments that sell the organization’s products
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Restructuring:
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reconfiguring the distribution of authority, responsibility, and control in an organization
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Reengineering:
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radical redesigning of an organization’s functions and business processes
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Job Redesign
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Modifying specific employee job responsibilities and tasks
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Job simplification:
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the scientific analysis of tasks
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Job enrichment:
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changing job specifications to broaden and add challenge to the tasks required and to increase productivity
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Organization Development:
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A planned, long-range behavioral science strategy for understanding, changing, and developing an organization’s workforce in order to improve its effectiveness
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Focus group discussion:
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a carefully planned discussion among several employees about a specific topic or issue of interest, which is led by a trained facilitator
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Survey feedback:
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a process that allows managers and employees to report their thoughts and feelings about the organization and to learn about how others think and feel about their own behaviors
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Team building:
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process that develops the ability of team members to collaborate effectively so they can perform the tasks assigned to them
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Innovation:
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the discovery, identification and diagnosis of unusual and ambiguous problems and/or the development of unique or creative solutions
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Technical innovation:
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creation of new goods and services
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Process innovation:
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creating a new way of producing, selling, and/or distributing an existing good or service
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Administrative innovation:
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creating a new organization design that better supports the creation, production, and delivery of goods and services
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Learning organization:
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has both the drive and the capabilities to modify or transform itself and improve its performance continuously
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Characteristics of Learning Organization
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1. Shared leadership 2. customer-focused strategy 3. intensive use of information 4. organic organization design 5. culture of innovation
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