Mgmt Ch10A

Front 1

organization change

Back 1

any substantive modification to some part of the organization. ex. work scheds, employees

Front 2

Forces for change: External Forces

Back 2

in the general and task environments can force the organization to alter the way it competes

Front 3

Forces for change: Internal forces

Back 3

inside the organization cause it to change its structure and strategy; some internal forces are responses to external pressures

Front 4

planned change

Back 4

is designed and implemented in an orderly and timely fashion in anticipation of future events.

Front 5

reactive change

Back 5

is a piecemeal response to events and circumstances as they develop; wait to see what happens then respond

Front 6

steps in the change process
(Lewin Model)

Back 6

Unfreezing, Implementing Change, and refreezing

Front 7

Unfreezing

Back 7

individuals must be shown why the change is necessary

Front 8

Implementing change

Back 8

the change itself is implemented

Front 9

Refreezing

Back 9

involves reinforcing and supporting the change so that it becomes a permanent part of the system

Front 10

reasons for resisting change: 1

Back 10

uncertainty about the extent and effects of change

Front 11

reason for resisting change:2

Back 11

threats to self-interests and power and influence

Front 12

reason for resisting change:3

Back 12

different perceptions of change effects and outcomes

Front 13

reason for resisting change:4

Back 13

fear of loss of social networks, power, security, and familiar procedures

Front 14

techniques for overcoming resistance:1

Back 14

encourage active participation in change process

Front 15

techniques for overcoming resistance:2

Back 15

provide education and communication about change process

Front 16

techniques for overcoming resistance:3

Back 16

facilitate change process by:
-making only NECESSARY changes
-announcing changes in advance
-allowing time to adapt to change

Front 17

Force-Field Analysis

Back 17

you write down all reasons for and against certain change and address only reasons against which pushes the reasons for it.

Front 18

3 main areas of
Organization Change

Back 18

organization structure and design, technology and operations, and people

Front 19

organization structure and design

Back 19

Ex: job design, departmentalization, reporting relationships, authority distribution, culture, human resources, etc

Front 20

technology and operations

Back 20

information technology, equipment, control systems, ERP, work sequences

Front 21

people

Back 21

abilities and skills, performance, perceptions, expectations, attitudes, and values

Front 22

organizational structure

Back 22

formally dictates how jobs and task are divided and coordinated b/t individuals and groups within the company; tall and flat structures

Front 23

organizational chart

Back 23

a drawing that represents every job in the organization and the formal reporting relationships b/w those jobs

Front 24

Elements of organizational structure
(total of 5)

Back 24

work specialization, chain of command, span of control, centralization, formalization

Front 25

work specialization
(1)

Back 25

is the degree in which tasks in an organization are divided into separate jobs, aka division of labor

Front 26

chain of command
(2)

Back 26

within an organization essentially answers the question of "who reports to whom?" and signifies formal authority relationships.

Front 27

organizational design

Back 27

is the process of creating, selecting, or changing the structure of an organization. the larger the company, the more "layers" you'll have.

Front 28

span of control
(3)

Back 28

represents how many employees the manager is responsible for in the organization; narrow spans allow managers to be much more hands on with employees

Front 29

centralization
(4)

Back 29

reflects where decisions are formally made in organizations

Front 30

formalization
(5)

Back 30

the degree to which rules and procedures are used to standardized behaviors and decisions in an organization

Front 31

Common organizational forms
6 total

Back 31

simple structures
functional structures
multi-divisional structures
product structure
geographic structures
matrix structures

Front 32

Simple structures
(1)

Back 32

are perhaps the most common form of organizational design, primarily because there are more small organizations than large once.

Front 33

Functional structures
(2)

Back 33

is an organizational form in which employees are grouped by the functions they perform for the organization

Front 34

Multi-divisional structures
(3)

Back 34

are bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients

Front 35

product structure
(4)

Back 35

group business units around different products that the company produces. ex vice prez of girl toys, vice prez of girl toys

Front 36

geographic structures
(5)

Back 36

are generally bases around the different locations where the company does business; by cities, regions, countries etc

Front 37

matrix structures
(6)

Back 37

a more complex form of organizational design that tries to combines functional and a product structure.