Management Ch 13

Front 1

INTERNAL FORCES FOR CHANGE

Back 1

ORIGINATE PRIMARILY FROM THE INTERNAL OPERATIONS OF THE ORGANIZATION OR FROM THE IMPACT OF EXTERNAL CHANGES

Front 2

CALM WATERS METAPHOR

Back 2

CHANGE COMES IN THE FORM OF AN OCCASIONAL STORM

Front 3

CHANGE TECHNOLOGY

Back 3

ENCOMPASSES MODIFICATIONS IN THE WAY WORK IS PERFORMED OR THE METHODS & EQUIPMENT THAT ARE USED

Front 4

AUTOMATION

Back 4

TECHNOLOGICAL CHANGE THAT REPLACES CERTAIN TASKS DONE BY PEOPLE WITH MACHINES

Front 5

MANAGERIAL ACTIONS TO REDUCE RESISTANCE TO CHANGE

Back 5

1.EDUCATION & COMMUNICATION
2.PARTICIPATION
3.FACILITATION & SUPPORT
4.NEGOTIATION
5.MANIPULATION & COOPTATION
6.COERCION

Front 6

ORGANIZATIONAL DEVELOPMENT (OD)

Back 6

TECHNIQUES OR PROGRAMS TO CHANGE PEOPLE & THE NATURE & QUALITY OF INTERPERSONAL WORK RELATIONSHIPS

Front 7

2 CONDITIONS NECESSARY FOR POTENTIAL STRESS TO BECOME ACTUAL STRESS

Back 7

1.UNCERTAINTY OVER THE OUTCOME
2.OUTCOME MUST BE IMPORTANT

Front 8

CHANGE AGENTS

Back 8

PEOPLE WHO ACT AS CATALYSTS & ASSUME THE RESPONSIBILITY FOR MANAGING THE CHANGE PROCESS

Front 9

DRIVING FORCES

Back 9

FORCES THAT DRIVE CHANGE & DIRECT BEHAVIOR AWAY FROM THE STATUS QUO

Front 10

STRUCTURAL COMPONENTS OF ORGANIZATION

Back 10

1.WORK SPECIALIZATION
2.DEPARTMENTALIZATION
3.CHAIN OF COMMAND
4.SPAN OF CONTROL
5.CENTRALIZATION & DECENTRALIZATION
6.FORMALIZATION

Front 11

ORGANIZATIONAL CHANGE

Back 11

AY ALTERATIONS IN PEOPLE, STRUCTURE, OR TECHNOLOGY

Front 12

RESTRAINING FORCES

Back 12

FORCES THAT RESIST CHANGE & PUSH BEHAVIOR TOWARD THE STATUS QUO

Front 13

FORCES FOR CHANGE

Back 13

1.EXTERNAL FORCES
2.INTERNAL FORCES
3.THE MANAGER

Front 14

2 VIEWS OF THE CHANGE PROCESS

Back 14

1.THE CALM WATERS METAPHOR
2.WHITE-WATER RAPIDS METAPHOR

Front 15

TYPES OF CHANGE

Back 15

1.STRUCTURE
2.TECHNOLOGY
3.PEOPLE

Front 16

EXTERNAL FORCES FOR CHANGE

Back 16

1.MARKETPLACE
2.GOVERNMENTAL LAWS & REGULATIONS
3.TECHNOLOGY
4.LABOR MARKETS
5.ECONOMIC CHANGES

Front 17

CHANGING STRUCTURE

Back 17

ANY ALTERATION IN AUTHORITY RELATIONS, COORDINATION MECHANISMS, DEGREE OF CENTRALIZATION, OR JOB REDESIGN

Front 18

MAJOR TECHNOLOGICAL CHANGES

Back 18

1.INTRODUCTION OF NEW EQUIPMENT
2.TOOLS
3.WORK METHODS
5.AUTOMATION
6.COMPUTERIZATION

Front 19

3 REASONS INDIVIDUALS RESIST CHANGE

Back 19

1.UNCERTAINTY
2.CONCERN OVER PERSONAL LOSS
3.BELIEF THAT THE CHANGE IS NOT IN THE ORGANIZATIONS BEST INTEREST

Front 20

TODAY'S CHANGE ISSUES

Back 20

1.CHANGING ORGANIZATIONAL CULTURES
2.CONTINUOUS QUALITY IMPROVEMENT VERSUS PROCESS REENGINEERING
3.HANDLING EMPLOYEE STRESS

Front 21

FAVORABLE CONDITIONS THAT MIGHT FACILITATE CULTURAL CHANGE

Back 21

1.DRAMATIC CRISIS OCCURS
2.LEADERSHIP CHANGES HANDS
3.ORGANIZATION IS YOUNG & SMALL
4.CULTURE IS WEAK

Front 22

THE ROAD TO CULTURAL CHANGE

Back 22

1.CONDUCT A CULTURAL ANALYSIS
2.MAKE IT CLEAR THAT THE ORGANIZATION'S SURVIVAL IS THREATENED
3.APPOINT NEW LEADERSHIP
4.INITIATE A REORGANIZATION
5.INTRODUCE NEW STORIES
6.CHANGE THE SELECTION PROCESS & REWARD SYSTEMS

Front 23

CONTINUOUS QUALITY IMPROVEMENT PROGRAMS

Back 23

CHANGE EFFORTS ARE FOCUSED ON FIXING & IMPROVING CURRENT WORK ACTIVITIES, CONTINUALLY IMPROVING ACTIVITIES THAT ARE BASICALLY OK

Front 24

PROCESS REENGINEERING

Back 24

FOCUSES ON QUANTUM CHANGES BY THROWING OUT THE OLD WAYS OF DOING THINGS & STARTING OVER IN REDESIGNING THE WAY WORK IS DONE

Front 25

3 CATEGORIES OF STRESS SYMPTOMS

Back 25

1.PHYSIOLOGICAL
2.PSYCHOLOGICAL
3.BEHAVIORAL

Front 26

2 PROBLEMS RAISED BY STRESS FROM AN EMPLOYEES PERSONAL LIFE

Back 26

1.DIFFICULT FOR THE MANAGER TO CONTROL DIRECTLY
2.ETHICAL CONSIDERATIONS

Front 27

3 APPROACHES FOR A MANAGER TO CONTROL STRESS

Back 27

1.EMPLOYEE COUNSELING
2.TIME MANAGEMENT PROGRAM
3.WELLNESS PROGRAMS

Front 28

CREATIVITY

Back 28

ABILITY TO COMBINE IDEAS IN A UNIQUE WAY OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN IDEAS

Front 29

CHARACTERISTICS OF AN INNOVATIVE CULTURE

Back 29

1.ACCEPTANCE OF AMBIGUITY
2.TOLERANCE OF THE IMPRACTICAL
3.LOW EXTERNAL CONTROLS
4.TOLERANCE OF RISK
5.TOLERANCE OF CONFLICT
6.FOCUS ON ENDS RATHER THATN MEANS
7.OPEN-SYSTEM FOCUS

Front 30

IDEA CHAMPION

Back 30

INDIVIDUALS WHO ACTIVELY & ENTHUSIASTICALLY SUPPORT NEW IDEAS, BUILD SUPPORT, OVERCOME RESISTANCE, & ENSURE THAT INNOVATIONS ARE IMPLEMENTED

Front 31

3 SETS OF VARIABLES TO STIMULATE INNOVATION

Back 31

1.ORGANIZATION'S STRUCTURE
2.CULTURE
3.HUMAN RESOURCE PRACTICES

Front 32

3-STEP DESCRIPTION OF THE CHANGE PROCESS (CALM WATERS METAPHOR)

Back 32

1.UNFREEZE THE STATUS QUO
2.CHANGE TO A NEW STATE
3.REFREEZE TO MAKE THE CHANGE PERMANENT

Front 33

TYPES OF INTERNAL FORCES

Back 33

1.STRATEGY
2.WORKFORCE
3.EQUIPMENT
4.EMPLOYEE ATTITUDES

Front 34

WHITE-WATER RAPIDS METAPHOR

Back 34

CHANGE IS A NATURAL STATE & MANAGING CHANGE IS A CONTINUAL PROCESS

Front 35

STRUCTURAL VARIABLES

Back 35

1.ORGANIC STRUCTURES POSITIVELY INFLUENCE INNOVATION
2.EASY AVAILABILITY OF PLENTIFUL RESOURCES PROVIDES A KEY BUILDING BLOCK FOR INNOVATION
3.FREQUENT INTER-UNIT COMMUNICAION HELPS BREAK DOWN BARRIERS TO INNOVATION

Front 36

STRESS

Back 36

A DYNAMIC CONDITION A PERSON FACES WHEN CONFRONTED WITH AN OPPORTUNITY, CONSTRAINT, OR DEMAND RELATED TO WHAT HE OR SHE DESIRES & FOR WHICH THE OUTCOME IS PERCEIVED TO BE BOTH UNCERTAIN & IMPORTANT

Front 37

INNOVATION

Back 37

THE PROCESS OF TAKING A CREATIVE IDEA & TURNING IT INTO A USEFUL PRODUCT, SERVICE, OR WORK METHOD

Front 38

CHANGING PEOPLE

Back 38

REFERS TO CHANGES IN EMPLOYEE ATTITUDES, EXPECTATIONS, PERCEPTIONS, & BEHAVIOR