Behavioral Organization - Chapter 18

Front 1

List the organizational approaches to managing stress

Back 1

a. Improved personnel selection and job placement
b. Training
c. Realistic Goal Setting
d. Redesigning jobs
e. Increasing Employee involvement
f. Improved organizational communication
g. Offering employee sabbaticals
h. Establishing corporate wellness programs

Front 2

List the individual approaches to managing stress

Back 2

a. Implement Time Management
b. Increase Exercise
c. Relaxation Training
d. Expand Social Network

Front 3

List the Consequences of Stress

Back 3

1. Physiological Symptoms (Headache, High BP, Heart Disease)
2. Psychological Symptoms (Anxiety, Depression, Decreased Job Satisfaction)
3. Behavioral Symptoms (Decreased Productivity, Increased Absenteeism, Increased Turnover)

Front 4

List the personal factors of Stress

Back 4

1. Family Problems
2. Economic Problems
3. Personality

Front 5

List the Organizational Factors of Stress

Back 5

1. Task Demands
2. Role Demands
3. Interpersonal Demands

Front 6

List the Environmental Factors of Stress

Back 6

1. Economic Uncertainty
2. Political Uncertainty
3. Technological Change

Front 7

List the Sources of Stress

Back 7

1. Environmental Factors
2. Organizational Factors
3. Personal Factors

Front 8

List the kinds of stressors

Back 8

1. Challenge Stressors
Defn: Stressors associated with workload, pressure to complete tasks, and time urgency
Used to enhance quality of work and job satisfaction
2. Hindrance Stressors
Defn: Stressors that keep you from reaching your goals
Example: Red Tape, Office Politics, Confusion over Job Responsibilities

Front 9

Define Stress

Back 9

A dynamic condition in which an individual is confronted with an opportunity, a demand, or a resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important

Front 10

Managing Learning

Back 10

1. Establish Strategy
2. Redesign Organization's Structure
3. Redesign Organization's Culture

Front 11

Characteristics of a Learning Organization

Back 11

1. Shared Vision
2. Old ways and processes are discarded
3. Everything in the organization is part of a system of interrelationships
4. Open Communication
5. Organizations Shared Vision is more important than self

Front 12

Sources of innovation

Back 12

1. Organic Structures
2. Long tenure
3. Slack Resources
4. Interunit Communication

Front 13

OD Techniques used to bring about change

Back 13

1. Sensitivity Training
2. Survey Feedback
3. Process Consultation
4. Team Building
5. Intergroup Development
6. Appreciate Inquiry

Front 14

Describe the OD Model

Back 14

1. Respect for People
Individuals are perceived as responsible, conscientious, and caring. They should be treated with dignity and respect
2. Trust and Support
An effective and healthy organization is characterized by trust, authenticity, openness, and a supportive climate
3. Power Equalization
Successful organizations deemphasize hierarchical control
4. Confrontation
Problems should be openly confronted, not swept under the rug
5. Participation
The more engaged in the decisions they are, the more people affected by a change will be committed to implementing them.

Front 15

Define Organizational Development

Back 15

A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being

Front 16

Process Steps for Action Research

Back 16

# Diagnosis
# Analysis
# Feedback
# Action
# Evaluation

Front 17

Define Action Research

Back 17

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate
Comments
Problem focused rather than solution focused
Heavy involvement reduces risk to change

Front 18

Describe Kotter's Model

Back 18

# Unfreezing
1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
# Movement
5. Empower others by removing barriers
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
# Refreeze
8. Reinforce the changes

Front 19

Describe Lewin's 3 step model

Back 19

# Unfreezing the status quo
# Movement to the desired end state
Increase Driving Forces
Descrease Restraining
# Refreezing the new change to make it permanent

Front 20

List the 4 main approaches to managing organizational change

Back 20

1. Lewin's 3 step model
2. Kotter's 8 step model
3. Action Research
4. Organizational Development

Front 21

Overcoming Resistance to change

Back 21

1. Education and Communication
2. Participation
3. Building Support and Commitment
4. Develop Positive Relationships
5. Implement Changes Fairly
6. Manipulation and Cooptation
7. Selecting people who accept change
8. Coercion

Front 22

Organizational sources of change resistance

Back 22

1. Structural Inertia
2. Limited Focus of Change
3. Group Inertia
4. Threat to Expertise
5. Threat to Established Power Relatinoships

Front 23

Individual sources of change resistance

Back 23

1. Habit
2. Security
3. Economic Factors
4. Fear of the unknown
5. Selective Informational Processing
6. Selective Hearing

Front 24

Forces of Change

Back 24

1. Nature of Workforce
2. Technology
3. Economic Shocks
4. Competition
5. Social Trends
6. World Politics