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26 Cards in this Set

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  • Back
Action Research
Cyclical process of identifying system problems, gathering data, taking corrective action, assessing progress, making on-going adjustments and learning from the experience.
The tendency of an individual or group to return to its perceived best way of life after any change occurs.
Baseline Information
An organization's current level of operations, which can be used for later comparison to the effects of a change program
Chain-reaction Effect
Situation in which a change, or other condition, that directly affects only one or a few persons may lead to a reaction from many people, even hundreds or thousands, because of their mutual interest in it.
Any alteration occurring in the work environment that affects the way in which employees must act.
Change Agents
People whose roles are to stimulate, facilitate and coordinate change within a system while remaining independent of it.
Learning new ideas and practices of thinking, reasoning, and performing.
Leadership characteristic that inpsires and influences employees to take early and sustained action to carry out a vision.
Double Loop Learning
Process of using current information about a change to prepare participants to manage future changes even more effectively.
The stat existing when there is a dynamic balance between forces supporting and restraining any existing practice.
Experiential Learning
Process in which participants learn by experiencing in the training environment the kids of human relations problems they face on the job.
Hawthorne Effect
Concept that the mere observation of a group tends to change the way the group operates.
Self-correcting mechanism in a group by which energies are called up to restore balance whenever change threatens.
Humanistic Values
Positive beliefs about the potential and desire for growth among employees.
Structered activities designed to help individuals or groups improve their work effectiveness.
Organization development (OD)
Systematic application of behavioral science knowledge at various levels (group, intergroup, and total organization) to bring about planned change
Performance gaps
Deficiencies in the way of organization operates.
Anticipating events, initiating change, and taking control of one's destiny.
Psychic costs
Costs that affect a person's inner self or psyche.
Responding to events, adapting to change, and tempering its consequences.
Term applying to situations involving change and referring to the action of integrating what has been learned into actual practice.
Resistance to change
Desire not to accept a change or to accept it only partially, often resulting in actions designed to discredit, delay, or prevent the implementation of a work change.
Single-loop learning
Process of solving immediate problems and adapting to changes which are imposed upon employees.
Tranformational leaders
Managers who initiate bold strategic changes to position the organization for its future.
Term applying to situations that involve change and referring to the act of casting aside old ideas and practices so that new ones can be learned.
Challenging and crystallized long-range portrait of what the organization and its members can and should be-a possible, and desirable, image of the future.