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32 Cards in this Set
- Front
- Back
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External Forces of Change |
Changing consumer needs and wants New Laws Changing Technology Economic Changes |
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Internal Forces Of Change |
New Organization Strategy Change in Workforce New Equipment Attitudes |
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Organizational Change |
alteration of structure, people, tech in an organization |
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Change Agent |
A catalyst for change and manages said change |
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Proactive Changes of Process |
Acting in advance |
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Reactive Changes of Process |
Reacting to a situation that has occurred |
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Results of Proactive Technique |
Increased revenue More time for creativity |
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Results of Reactive Technique |
"Firefighting" Loss of Revenue Loss of potential opportunities |
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Strategy |
Changing overall goals and purpose of an organization |
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Structure/Structural Design |
How an organization designs their employee work process |
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Technology |
Increase in efficiency by adding new equipment or similar |
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People |
Involves changing attitudes, expectations, perceptions, and behavior |
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Organizational Development |
Change methods that focus on developing interpersonal work relationships |
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Strategy Change |
Modifying Approach |
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Structure Change |
Structure components and design |
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Technology Change |
Work Process, methods, and equpiment |
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People Change |
Attitudes, expectations, perceptions, and behavior |
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Sensitivity Training |
A method of changing behavior through unstructured group interaction |
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Intergroup Development |
Changing attitudes, stereotypes, and perceptions of work groups |
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Process Consultation |
An outside consultant helps managers understand how interpersonal processes are affecting work |
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Why do people resist change? |
Uncertainty, habit, concern for personal loss. Belief that change is not in the organization’s best interest |
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Techniques to reduce resistance to change |
Education and communication, Participation, Facilitation and support, negotiation, |
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Bad techniques to reduce resistance to change |
Manipulation and co-optation (hiding truth), Coercion (direct threats) |
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Top managers need to be: |
Positive role models |
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New stories, symbols, and rituals produce a new and reshaped/changed |
Culture |
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Stress is |
the adverse reaction to pressure placed on someone |
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Stressor |
Someone who causes stress |
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Role conflicts, overloads, and ambiguity (unclearness) leads to |
Role related stress |
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Symptoms of stress: |
Physical, Psychological, Behavioral |
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Managers should promote |
Creativity and Innovation |
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What is the difference between creativity and innovation? |
Innovation is the process of turning the creative ideas into products |
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What is the three innovation variable? |
Structure, Culture, HR |
