Fundamentals Of Management Ch.8

Front 1

Change

Back 1

An alteration of an organization’s environment, structure, technology, or people

Front 2

Change agent

Back 2

A person who initiates and assumes the responsibility for managing a change in organization

Front 3

4 Categories of Change

Back 3

Environment
Structure
Technology
People

Front 4

“Calm waters” metaphor

Back 4

A description of traditional practices in and theories about organizations that likens the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm

Front 5

“White-water rapids” metaphor

Back 5

Change is constant in a dynamic environment.
The only certainty is continuing uncertainty.
Competitive advantages do not last.
Managers must quickly and properly react to unexpected events.
Be alert to problems and opportunities
Become change agents in stimulating, implementing and supporting change in the organization

Front 6

Changing structure

Back 6

Alterations in authority relationships, coordination mechanisms, degree of centralization, job design, or similar organization structure variables.

Front 7

Changing technology

Back 7

Modifications in the way work is processed or the methods and equipment used. (Fear)

Front 8

Changes in people

Back 8

Changes in employee attitudes, expectations, perceptions, or behaviors.

Front 9

Organization development (OD)

Back 9

An activity (“intervention”) designed to facilitate planned, long-term organization-wide change
Focuses on the attitudes and values of organizational members;
Is essentially an effort to change an organization’s culture.

Front 10

Survey feedback

Back 10

A method of assessing employees’ attitudes toward and perceptions of a change they are encountering by asking specific questions

Front 11

Process consultation

Back 11

outside consultants help change agents within the organization assess process events such as workflow, informal intra-unit relationships, and formal communications channels

Front 12

Team-building

Back 12

An activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member

Front 13

Intergroup development

Back 13

An activity that attempts to make several work groups become more cohesive

Front 14

Stress

Back 14

Occurs when individuals confront a situation related to their desires for which the outcome is perceived to be both uncertain and important.

Front 15

Positive Stress

Back 15

when the situation offers an opportunity for one to gain something

Front 16

Negative Stress

Back 16

when constraints or demands are placed on individuals

Front 17

Stressor

Back 17

A factor that causes stress

Front 18

Constraints

Back 18

Barriers that keep us from doing what we desire.
Inhibit individuals in ways that take the control of a situation out of their hands

Front 19

Demands

Back 19

Cause persons to give up something they desire.
Demands preoccupy your time and force you to shift priorities.

Front 20

Role conflicts

Back 20

Work expectations that are hard to satisfy

Front 21

Role overload

Back 21

Having more work to accomplish than time permits

Front 22

Role ambiguity

Back 22

When role expectations are not clearly understood

Front 23

Type A personality

Back 23

People who have a chronic sense of urgency and an excessive competitive drive

Front 24

Type B personality

Back 24

People who are relaxed and easygoing and accept change easily

Front 25

Person-job fit concerns

Back 25

Match employees to their jobs, clarify expectations, redesign jobs, and increase employee involvement and participation (time consuming, $$)

Front 26

Employee assistance programs (EAPs)

Back 26

Programs that help employees overcome personal and health-related problems ($$)

Front 27

Wellness programs

Back 27

Programs that help employees prevent health problems.

Front 28

Creativity

Back 28

The ability to combine ideas in a unique way or to make unusual connections

Front 29

Innovation

Back 29

The process of taking a creative idea and turning it into a useful product, service, or method of operation
Perception
Incubation
Inspiration
Innovation

Front 30

Organic structures

Back 30

Positively influence innovation through less work specialization, fewer rules and decentralization

Front 31

Frequent inter-unit communication

Back 31

Helps to break down barriers to innovation by facilitating interaction across departmental lines.

Front 32

Karoshi

Back 32

saying in Japan, which means "Death from Overwork"

Front 33

Stressors

Back 33

Anything that creates stress

Front 34

5 Categories of Stressors

Back 34

1.) Task Demands
2.) Role Demands
3.) Interpersonal Demands
4.) Organization Structure
5.) Organizational Leadership

Front 35

Task Demands

Back 35

factors related to an employee's job

Front 36

Autonomy

Back 36

things that lessen stress

Front 37

Role Demands

Back 37

relate to pressures placed on an employee as a function of the particular role he or she plays in the organization.

Front 38

Role Conflicts

Back 38

Create expectations that may be hard to reconcile