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29 Cards in this Set
- Front
- Back
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(The Nature of Organization Change) What is organization change? |
any substantive modification to some part of the organization |
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(The Nature of Organization Change) Why do organization find change necessary? |
Because something relevant to the organisation either has changed or is likely to change in the foreseeable future |
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(The Nature of Organization Change) The forces that compel change may be _______ or ______. |
internal or external |
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(The Nature of Organization Change) Where does external forces for change derive from? |
General and task environments |
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(The Nature of Organization Change) The _______ ______ reflecting societal values, determines what kinds of products or services will be accepted in the market |
Sociolcultural dimensions |
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(The Nature of Organization Change)Because of it proximity to the organization, the ____ __________ is very powerful force for change. Some examples: Suppliers affect organizations by raising or lowering prices or changing product lines or Competitors influence an organization through their price structures and product lines. |
Task environment |
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(The Nature of Organization Change)A decision by an electronics company to enter the home computer market or a decision to increase a ten-year product sales goal by 3 percent would create many organization changes. These are examples of changes through _______ _________. |
Internal Forces |
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(Planned Versus Reactive Change) What is planned change? |
Change that is designed and implemented in an orderly and timely fashion in anticipation of future events |
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(Planned Versus Reactive Change) What are Reactive Changes? |
A piecemeal response to circumstances as they develop |
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(Managing Change in Organizations) What was of the first models that outlines steps for change noted in the textbook, but lacks operational specificity? |
The Lewin Model |
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(Managing Change in Organizations) What 3 steps did the Lewin model suggested that every change requires? |
1. Unfreezing: individuals who will be affected must be led that change is necessary 2. Change itself: change is implemented 3. Refreezing: reinforcing and supporting the change so that it becomes a part of the system |
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(Managing Change in Organizations) What are the 7 steps to the comprehensive approach to change? |
1. Recognition of the need for change 2. Establishment of goals for the change 3. Diagnosis of relevant variables 4. Selection of appropriate change technique 5. Planning for implementation of the change 6. Actual implementation 7. Evaluation and follow-up |
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(Understanding Resistance to Change) What are 4 reasons that there is resistance to change? ` |
1. Uncertainty 2. Threatened Self-interests 3. Different Perceptions 4. Feeling of Loss: such as a loss of social networks |
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(Overcoming Resistance to Change) What are 4 techniques that have the potential to overcome resistance to change? |
1. Participation (most effective) 2. Education and Communication 3. Facilitation 4. Force-Field Analysis |
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(Overcoming Resistance to Change) Making only necessary changes, announcing those changes well in advance, and allowing time for people to adjust to new ways of doing things can help reduce resistance to change. This Technique is called _________. |
Facilitation |
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(Overcoming Resistance to Change) What is a Force-Field Analysis? |
A chart indicating the forces that are acting for and acting against the change |
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(Areas of Organization Change) What are the 3 areas in which most change occurs in an organization? |
1. Organization Structure and Design 2. Technology and Operations 3. People |
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(Areas of Organization Change) What 9 areas in the Organization Structure and Design of an organization in which there could be change? |
1. Job Design 2. Departmentalization 3. Reporting Relationships 4. Authority Distribution 5. Coordination Mechanisms 6. Line-Staff Structure 7. Overall Design 8. Culture 9. Human Resource management |
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(Areas of Organization Change) What 6 areas in the Technology and Operations of an organization in which there could be change? |
1. Information Technology 2. Equipment 3. Work Processes 4. Work Sequences 5. Control Systems 6. Enterprise resource planning (ERP) |
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(Areas of Organization Change) What are 6 ares in the people of an organization in which there could be change? |
1. Abilities and skills 2. Performance 3. Perceptions 4. Expectations 5. Attitudes 6. Values |
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(Areas of Organization Change) A change in _____ ______ or work activities may be necessary if new equipment is introduced or new products are manufactured. |
Work Processes |
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(Areas of Organization Change) What is a major reason for change in work process in manufacturing industries? |
to accommodate a change in materials used to produce a finished product |
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(Areas of Organization Change) Making a change in work sequence means what? |
Altering the order or sequence of workstations involved in a particular manufacturing process |
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(Areas of Organization Change) What is Enterprise Resource Planning (ERP)? |
A large-scale information system for integrating and synchronizing the many activities in the extended enterprise. |
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(Areas of Organization Change) Supplier relationships, materials flows or customer order fulfillment are key process that need critical attention and is the first thing that is identified in developing an _____ ______ ______ software system . |
Enterprise Resource Planning (ERP) |
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(Areas of Organization Change) What is Business Process Change (reengineering)? |
The radical redesign of all aspects of a business to achieve major gains in cost, service, or time |
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(Areas of Organization Change) Many organizations find it necessary to undergo business process change because all systems, including organizations, are subject to entropy, which means what? |
a normal process leading to system decline |
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(Areas of Organization Change) What are the 5 general steps in changing business processes/reengineering? |
1. Develop Goals and a strategy for reengineering effort 2. Emphasize top management's commitment to the reengineering effort 3. Create a sense of urgency among members of the organization 4. Start with a clean slate; effect, re-create the organization 5. Optimize top-down and bottom-up perspectives |
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# 6 cooperation and productivity increases # 8 social responsibility |
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