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24 Cards in this Set
- Front
- Back
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Organizationalchange |
– any modification in the behaviors or ideas of anorganization or its units |
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Performancegap |
– the difference between an organization’s desired andactual performance levels |
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Reactivechange |
– a situation in which organizational members reactspontaneously to external and internal forces but do little to modify theseforces or their behaviors |
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Plannedchange |
– the deliberate structuring of operations and behaviors,often in anticipation of environmental forces |
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Incrementalchange |
– a relatively small change in processes and behaviorswithin just one or a few systems or levels of the organization |
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Quantumchange |
– a largescale planned change in how the firm operates |
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Unfreezing |
– involves disrupting the forces maintaining the existingstate or level of behavior |
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Moving |
– a transition period during which the behaviors of theorganization or department are shifted to a new level |
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Refreezing |
– stabilizes the organization at a new state of behavioralequilibrium |
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Congruencemodel of change |
– an outgrowth of the systems approach to organizationaltheory, emphasizes the interrelationships between the various parts of anorganization and how change in one part will cause reactive changes in otherparts |
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Comprehensivemodel of planned change |
– a step-by-step plan for implementing major change |
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Innovation |
– the act of introducing a new product, method, process, orapproach |
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Transitionstate |
– the period during which the organization learns thebehaviors needed to reach the desired future state |
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Organizationaldevelopment (OD) |
– a system-wide application of behavioral science knowledgeto the planned development and reinforcement of organizational strategies, structures,and processes for improving an organization’s effectiveness |
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Actionresearch |
– encompasses and further defines the steps of the Lewinchange model and involves an ongoing process of joint (consultant with clients)problem discovery, diagnosis, action planning, action implementation, andevaluation |
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Surveyfeedback |
– involves gathering data through questionnaires andpersonal interviews |
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Processconsultation |
– a consultant focuses on the dynamic task-related processes– how a client or group sets goals, gathers information, solves problems, andallocates work – and assists the client organization in diagnosing how toenhance these kinds of processes |
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Teambuilding |
– involves using structured group experiences to helpongoing work teams function more effectively through better decision making,goal setting, and intragroup communications |
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Intergroupteam building |
– designed to facilitate functioning between two or moregroups by helping the groups understand an deal with areas of conflict;debilitating interaction patterns; perceptual discrepancies; norm, goal, and valuedifferences; and lack of coordination |
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Rolenegotiation |
– entails structuring interactions between interdependentpersons or groups to clarify and negotiate role behaviors and expectations |
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Lifeand career planning |
– involves the use of structured counseling and groupdiscussions, often accompanied by skill and interest testing, to assistemployees in planning career paths and integrating life and career goals |
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Third-partypeacemaking |
– involves a consultant who facilitates conflict resolutionbetween two individuals |
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Techno-structuralredesign |
– a large-scale intervention that involves redesigning theorganizational structure to better address environmental contingencies andbetter utilize information and process technologies |
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Jobredesign |
– focuses on changing the nature of how tasks are performedand often entails job rotation, job enrichment, and/or job enlargement |
