Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
8 Cards in this Set
- Front
- Back
|
5 stages of organizational decline |
-blinded: key managers fail to recognize the internal or external changes that will harm their organization -inaction stage: organizational performance problems become more visible, management may recognize the need to change but take no action -faulty action stage: managers are facing rising costs and smaller profits, management will do "belt tightening" designed to cut costs, increase efficiency, and restore profits -crisis stage: bankruptcy or dissolution is likely to occur unless the company completely reorganizes the way it does business -dissolution stage: the company is dissolved through bankruptcy |
|
|
Lewin's force field analysis |
* powerpoint slide -Change Forces: forces that produce differences in the form, quality, or condition of an organization over time -Resistance Forces: forces that support the existing conditions in organizations (essentially, all it is, is to adapt to the "resistance forces" and add the proper change to counter act them) |
|
|
Reasons for Resistance to Change |
-parochial self-interest (if change will "cost me" then I will resist the change) -Lack of understanding and trust -Differing assessment of the outcome -Low tolerance for change |
|
|
Methods (tactics) for overcoming resistance to change |
1. Communication, Education: change is technical, and users need accurate information and analysis to understand change. 2. Participation: users need to feel involved, design requires information from others, users have power to resist 3. Negotiation: group has power over implementation, group will lose out in the change if they have nothing to offer 4. Coercion: a crisis exists, initiators clearly have the power, other implementation techniques have failed 5. Top Management Support: change involves multiple departments or reallocation of resources, users doubt legitimacy or change |
|
|
Lewin's 3-step change process |
1. Unfreezing: recognizing a need for change (share reasons, empathize, communicate) 2. Change Intervention: modifying old ways and introducing new behaviors (benefits, champion, input, timing, security, training, pace) 3. Refreezing: making new behaviors permanent (top management support, reinforcement) |
|
|
What to Change |
1. Product 2. Structure 3. Technology 4. People -change the "mentality" of your people -thus changing your "organizational culture" |
|
|
Organizational Development (OD) |
-OD= a philosophy and collection of planned change interventions -OD= is designed to improve an organization's long-term health and performance -Change Agent=the person formally charged with guiding a change effort, and can be an internal or external power |
|
|
Re-Engineering (the process and when to use it) |
-Develop goals and a strategy for reengineering effort -Emphasize top management's commitment to the reengineering effort -Create a sense of urgency among members of the organization -Start with a clean slate; in effect, recreate the organization -Optimize top-down and bottom-up perspectives |
