Management Ch. 10 Exam Iii

Front 1

Reactive change (pg. 310)

Back 1

Making changes in response to problems or opportunities as they arise.
-"putting out fires"

Front 2

Proactive change (pg. 311)

Back 2

or planned change, involves making carefully thought out changes in anticipation of possible or expected problems or opportunities.

Front 3

Technology (pg. 313)

Back 3

is not just computer technology; it is any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product.

Front 4

Organizational development (OD) (pg. 315)

Back 4

a set of techniques for implementing planned change to make people and organizations more effective.
-OD focuses specifically on people in the change process.
-often put into practice by a person known as a CHANGE AGENT
-can help revitalize organizations

Front 5

Change agent (pg. 315)

Back 5

a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

Front 6

Intervention (pg. 316)

Back 6

aka "treatment" is the attempt to correct the diagnosed problems.

Front 7

Creativity (pg. 318)

Back 7

the process of developing something new or unique.

Front 8

Seeds of innovation (pg. 319)

Back 8

the starting point for organizational innovation.

Front 9

6 seeds of innovation

Back 9

1.) hard work in a specific direction
2.) hard work with direction change
3.) curiosity
4.) wealth and money
5.) necessity
6.) combination of seeds

Front 10

Product innovation (pg. 320)

Back 10

a change in the appearance or the performance of a product or a service or the creation of a new one.

Front 11

Process innovation (pg. 320)

Back 11

is a change in the way a product or service is conceived, manufactured, or disseminated.

Front 12

incremental innovations (pg. 320)

Back 12

the creation of products, services, or technologies that modify existing ones.

Front 13

Radical innovations (pg. 320)

Back 13

the creation of products, services, or technologies that replace existing ones.

Front 14

Resistance to change (pg. 325)

Back 14

an emotional/behavioral response to real or imagined threats to an established work routine.
-can be as subtle as passive resignation and as overt as deliberate sabotage.

Front 15

Adaptive change (ch. 326)

Back 15

reintroduction of a familiar practice.
-lowest in complexity, cost and uncertainty.
-ex. during annual inventory week, a department store may ask its employees to work 12 hours a day instead of the usual 8.

Front 16

Innovative change (pg. 326)

Back 16

the introduction of a practice that is new to the organization.
-moderate complexity, cost, and uncertainty. Therefore is apt to trigger some fear among employees.
-ex. should a department store decide to adopt a new practice of competitors by staying open 24 hours a day, requiring employees to work flexible schedules, it may be felt as moderately threatening.

Front 17

Radically innovative change (pg. 326)

Back 17

involves introducing a practice that is new to the industry, not just an organization
-bc it is the most complex, costly, and uncertain, it will be felt as extremely threatening to managers confidence and emplyees job security.
-ex. a department store converting some of its operations to e-commerce may encounter anxiety among its staff, especially those fearing being left behind.

Front 18

Ten reasons employees resist change

Back 18

1.) individuals predisposition toward change
2.) surprise and fear of the unknown
3.) climate of mistrust
4.) fear of failure
5.) loss of status or job security
6.) peer pressure
7.) disruption of cultural traditions or group relationships
8.) personality conflicts
9.) lack of tact or poor timing
10.) nonreinforcing reward systems

Front 19

benchmarking (pg. 328)

Back 19

a process by which a company compares its performance with that of high-performing organizations.

Front 20

a few super trends shaping the future of business

Back 20

1.) The marketplace is becoming more segmented and moving toward more niche products.
2.) More competitors are offering targeted products, requiring faster speed-to-market.
3.) Some traditional companies may not survive radically innovative change
4.) China, India and other offshore suppliers are changing the way we work.
5.) Knowledge, not information, is becoming the new competitive advantage

Front 21

Forces originating outside the organization

Back 21

1.) demographic characteristics
2.) market change
3.) technological advancements
4.) social and political pressures

Front 22

Demographic characteristics of outside forces

Back 22

-age
-education
-skill level
-gender
-immigration

Front 23

market changes in outside forces

Back 23

-mergers and acquisitions
-domestic and international competition
-recession

Front 24

technological advancements of outside forces:

Back 24

-manufacturing automation
-office automation

Front 25

social and political pressures of outside forces:

Back 25

-leadership
-values

Front 26

Forces originating inside the organization

Back 26

1.) employee problems
2.) managers behavior

Front 27

Employee problems for inside forces:

Back 27

1.) unmet needs
2.) job dissatisfaction
3.) absenteeism and turnover
4.) productivity
5.) participation/suggestions

Front 28

Managers behavior for inside forces:

Back 28

1.)conflict
2.) leadership
3.) reward systems
4.) structural reorganization

Front 29

4 areas that are subject to change as the organization continually tries to adapt to internal and external pressures:

Back 29

people, technology, structure, and strategy.

Front 30

forms of changing people: Perceptions

Back 30

Perceptions-employees may feel they are underpaid for what they do. Managers might be able to show that pay and benefits are comparable or superior to those offered by competitors.

Front 31

forms of changing people: attitudes

Back 31

it may be up to management to try to change the culture and the attitudes by using educational techniques to show why the old labor wars should become a thing of the past.

Front 32

forms of changing people: performance

Back 32

should an organization pay the people who contract to wash its windows by the hour? by the window? or by the total job?

Front 33

forms of changing people: skills

Back 33

altering or improving skill levels is often an ongoing challange, particularly these days, when new forms of technology can change an organizations way of doing business, as we describe next.

Front 34

4 steps in the organizational development:

Back 34

1.) diagnosis
2.) intervention
3.) evaluation
4.) feedback

Front 35

Organization development process
-(1)diagnosis

Back 35

managers use some combination of questionaires, surveys, interviews, meetings and direct observation in the identification of peoples attitudes and problem areas of performance is the main focus.

Front 36

Organization development process
-(3)evaluation

Back 36

-is needed to see if it has done any good. Answers may lie in hard data about absenteeism, turnover, grievances, and profitability, which should be compared with earlier characteristics. The change agent can use questionnaires, surverys, interviews, and the like to assess changes in employee attitudes.

Front 37

Organizational development can be used for what 3 matters?

Back 37

managing conflict, revitalizing organizations, and adapting to mergers

Front 38

Organizational development approach the organization as if it were a sick patient using:

Back 38

diagnosis, intervention, and evaluation

Front 39

OD (organizational development) is most apt to be successful under the following circumstances:

Back 39

1.) multiple interventions
2.) management support
3.) goals geared to both short and long term results
4.) OD is affected by culture

Front 40

2 myths about innovation:

Back 40

1.) innovation happens in a "Eureka!" moment-happens in a bolt-from-the-blue moment of discovery
2.) innovation can be systematized-made a codified and standardized process that can be designed to always yield fruitful results.

Front 41

ways organizations develop or encourage innovations:

Back 41

1.) shaping the organizational culture
2.) the appropriate resources
3.) the correct reward system

Front 42

Four steps in fostering innovation:

Back 42

1.) Recognize problems and opportunities and devise solutions
2.) Gain allies by communicating your vision
3.) Overcome employee resistance and empower and reward them to acheive progress.
4.) Execute well by effectively managing people, groups, and organizational processes and systems in the pursuit of innovation

Front 43

Resistance to change can be considered to be the interaction of three causes:

Back 43

1.) employee characteristics
2.) change agent characteristics
3.) the change agen-employee relationship.
ex. an employees resistance is partly based on his or her perception of change, which is influenced by the attitudes and behaviors exhibited by the change agent and the level of trust between change agent and the employee.

Front 44

Details you will need to communicate to gain support:

Back 44

-showing how the product or service will be made
-showing how potential customers will be reached.
-demonstrating how you'll beat your competitors
-explaining when the innovation will take place.

Front 45

Resistance can be considered to be the interaction of 3 causes:

Back 45

1.) employee characteristics
2.) change agent characteristics
3.) the change agent employee relationship

Front 46

Kurt Lewin developed a model with 3 stages to explain how to initiate, manage, and stabilize planned change:

Back 46

Unfreezing, changing, refreezing

Front 47

"Unfreezing"

Back 47

Creating the motivation to change.
-encouraging employees to let go of attitudes, and behaviors that are resistant to innovation. For this to take place, employees need to become dissatisfied with the old way of doing things. Managers also need to reduce the barriers to change during this stage

Front 48

"Changing"

Back 48

Learning new ways of doing things.
- employees need to be given the tools for change: New information, new perspectives, new models of behavior. Managers can help here by providing benchmarking results, role models, mentors, experts, and training.

Front 49

"Refreezing"

Back 49

Making the new ways normal
- employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things. Managers can assist by encouraging employees to exhibit the new change and then through additional coaching and modeling, by reinforcing the employees in the desired change.

Front 50

John Kotter's 8 steps for leading organizational change

Back 50

1.) Establish a sense of urgency
2.) Create the guding coalition
3.) develop a vision and a strategy
4.) communicate the change vision
5.) empower broad-based action
6.) generate short term wins
7.) consolidate gains and produce more change
8.) anchor new approaches in the culture

-steps 1-4 represent unfreezing
-steps 5-7 represent changing
-step 8 represents refreezing

Front 51

6 methods for managing employee resistance to change

Back 51

1.) education and communication
2.) participation and involvement
3.) facilitation and support
4.) negotiation and rewards
5.) manipulation and cooptation
6.) explicit and implicit coercion

Front 52

4 steps for fostering innovation:

Back 52

-recognize problems and opportunities. Devise solutions
-execute well
-Overcome employee resistance. Empower and reward them to achieve progress
-Gain allies by communicating your vision

Front 53

When the two co-founders of network appliance, David Hitz and Michael Malcolm were driving eachother crazy how did they use OD techniques to solve the problem?

Back 53

an organization behavioral specialist began working with each executive in separate sessions to solve the problem

Front 54

considered to be the newest source of competitive advantage for companies competing in the global economy:

Back 54

knowledge

Front 55

Kotters 8 steps for leading organizational change are a valuable guideline for managers who are leading change because:

Back 55

they include specific recommendations for specifically changing behaviors when all steps are followed

Front 56

Internal forces for change affecting organizations

Back 56

-may be subtle, such as low job satisfaction, or more dramatic, such as constant labor management conflict.

Front 57

common organizational response to employee problems, such as job dissatisfaction and high absenteeism:

Back 57

redesigning job responsibilities, reducing employees role conflicts, and dealing with work overload, to mention a few matters

Front 58

transforming whole industries and changing the way we work, including reducing wages, and increasing the profits of some businesses

Back 58

outsourcing and globalization

Front 59

key aspects of execution

Back 59

-discussing hows and whats
-using questioning
-analysis
-follow-through to achieve the results promised and ensure accountability.

Front 60

Execution requires organizations to effectively manage _____, ______, and ______ in the pursuit of innovation

Back 60

-people
-groups
-organizational processes and systems

Front 61

Organizational development (OD) can help in what 3 ways?

Back 61

1.) opening communication
2.) fostering innovation
3.) dealing with stress

Front 62

marketplace becoming more segmented and moving toward more niche products:

Back 62

ex. in the internet age, retailers like amazon.com and apple computer are no constrained by physical shelf space and can offer consumers a much wider variety of products, yet small sales, one or two rather than millions of items at a time, can produce big profits

Front 63

____ is emerging as a powerful competitive weapon as more and more companies become proficient and bringing products and services to market

Back 63

speed

Front 64

proper first step after deciding how to handle a problem or opportunity:

Back 64

develop and communicate your vision

Front 65

is analytic and involves problem solving and abstract reasoning. It is becoming the new competitive weapon and is commonly required by managers, salespeople, professionals and financial analysts

Back 65

knowledge work

Front 66

a company that rewards employees that contribute to innovative change with bonuses is engaging in which aspects of fostering innovation?

Back 66

overcome employee resistance

Front 67

a company that takes prospective buyers to tour foreclosed homes is an example of a company _______ _______ by turning a problem into a solution.

Back 67

fostering innovation

Front 68

somone continually has problems with an employees work behavior. Employee is simply not focused on customer service. Manner in which manager handles this challenge represents what?

Back 68

an internal force for change