Ob 18 Final

Front 1

(notes)

Back 1

x

Front 2

Forces for Change

Back 2

Nature of the workforce, Technology, Economic Shocks, Competition, Social trends, World politics

Front 3

Nature of the workforce

Back 3

More cultural diversity, Aging population, Increased immigration and outsourcing

Front 4

Technology

Back 4

Faster, cheaper, and more mobile computers and handheld devices, Emergence and growth of social networking sites, Deciphering the human genetic code

Front 5

Economic shocks

Back 5

Rise and fall of global housing market, Financial sector collapse, Global recession

Front 6

Competition

Back 6

Global competitors, Mergers and consolidations, Increased government regulation of commerce

Front 7

Social trends

Back 7

Increased, environmental awareness, Liberalization of attitudes toward gay, lesbian, and transgender employees, More multitasking and connectivity

Front 8

World politics

Back 8

Rising health care costs, Negative social attitudes toward business and executives, Opening of markets in China

Front 9

Sources of Resistance to Change

Back 9

Individual Sources, Organizational Sources

Front 10

Individual Sources of Resistance to Change

Back 10

Habit, Security, Economic factors, Fear of the unknown, Selective information processing

Front 11

Habit

Back 11

To cope with life's complexities, we rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance.

Front 12

Security

Back 12

People with a high need for security are likely to resist change because it threatens their feelings of safety.

Front 13

Economic factors

Back 13

Changes in job tasks or established work routines can arouse economic fears if people are concerned that they won't be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity.

Front 14

Fear of the unknown

Back 14

Change substitutes ambiguity and uncertainty for the unknown.

Front 15

Organizational Sources of Resistance to Change

Back 15

Structural inertia, Limited focus of change, Group inertia, Threat to expertise, Threat to established power relationships

Front 16

Structural inertia

Back 16

Organizations have built-in mechanisms -- such as their selection processes and formalized regulations -- to produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability.

Front 17

Limited focus of change

Back 17

Organizations consist of a number of interdependent subsystems. One can't be changed without affecting the others. So limited changes in subsystems tend to be nullified by the larger system.

Front 18

Group inertia

Back 18

Even if individuals want to change their behavior, group norms may act as a constraint.

Front 19

Threat to expertise

Back 19

Changes in organizational patterns may threaten the expertise of specialized groups.

Front 20

Threat to established power relationships

Back 20

Any redistribution of decision-making authority can threaten long-established power relationships within the organization.

Front 21

Lewin's (levin) 3-Step Change Model

Back 21

Unfreezing, Movement, Refreezing, when attempting to change the status quo.

Front 22

Unfreezing the status quo

Back 22

Restraining forces keep the status quo
Driving forces push towards the desired state

Front 23

Step 1. Kotter's

Back 23

Establish a sense of urgency by creating a compelling reason for why change is needed.

Front 24

Step 2. Kotter's

Back 24

Form a coalition with enough power to lead the change.

Front 25

Step 3. Kotter's

Back 25

Create a new vision to direct the change and strategies for achieving the vision.

Front 26

Step 4. Kotter's

Back 26

Communicate the vision throughout the organization.

Front 27

Step 5. Kotter's

Back 27

Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.

Front 28

Step 6. Kotter's

Back 28

Plan for, create, and reward short-term "wins" that move the organization toward the new vision.

Front 29

Step 7. Kotter's

Back 29

Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

Front 30

Step 8. Kotter's

Back 30

Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Front 31

1. Characteristic of a learning organization

Back 31

there exists a shared vision that everyone agrees on.

Front 32

2. Characteristic of a learning organization

Back 32

People discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs.

Front 33

3. Characteristics of a learning organization

Back 33

Members think of all organizational processes, activities, functions, and interactions with the environment as part of a system of interrelationships.

Front 34

4. Characteristics of a learning organization

Back 34

People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment.

Front 35

5. Characteristics of a learning organization

Back 35

People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization's shared vision.

Front 36

Experienced stress

Back 36

Environmental factors, Organizational factors, Personal factors, Individual differences. These stressors are additive. Sum the stresses to see how much stress the individual is in.

Front 37

Environmental factors for potential stress

Back 37

Economic uncertainty
Political uncertainty
Technological change

Front 38

Organization factors for potential stress

Back 38

Task demands
Role demands
Interpersonal demands

Front 39

Personal factors for potential stress

Back 39

Family problems
Economic problems
Personality

Front 40

Individual differences for potential stress

Back 40

Perception
Job experience
Social support
Belief in locus of control
Self-efficacy
Hostility

Front 41

Consequences of experienced stress

Back 41

Physiological symptoms, Psychological symptoms, Behavioral symptoms

Front 42

Physiological symptoms for experienced stress

Back 42

Headaches
High blood pressure
Heart disease

Front 43

Psychological symptoms for experienced stress

Back 43

Anxiety
Depression
Decrease in job satisfaction

Front 44

Behavioral symptoms for experienced stress

Back 44

Productivity
Absenteeism
Turnover

Front 45

change:vocab

Back 45

Making things different.

Front 46

planned change:vocab

Back 46

Change activities that are intentional and goal oriented.

Front 47

change agents:vocab

Back 47

Persons who act as catalysts and assume the responsibility for managing change activities.

Front 48

unfreezing:vocab

Back 48

Changing to overcome the pressures of both individual resistance and group conformity.

Front 49

movement:vocab

Back 49

A change process that transforms the organization from the status quo to a desired end state.

Front 50

refreezing:vocab

Back 50

Stabilizing a change intervention by balancing driving and restraining forces.

Front 51

driving forces:vocab

Back 51

Forces that direct behavior away from the status quo.

Front 52

restraining forces:vocab

Back 52

Forces that hinder movement from the existing equilibrium.

Front 53

innovation:vocab

Back 53

A new idea applied to initiating or improving a product, process, or service.

Front 54

idea champions:vocab

Back 54

Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.

Front 55

learning organization:vocab

Back 55

An organization that has developed the continuous capacity to adapt and change.

Front 56

single-loop learning:vocab

Back 56

A process of correcting errors using past routines and present policies.

Front 57

double-loop learning:vocab

Back 57

A process of correcting errors by modifying the organization's objectives, policies, and standard routines.

Front 58

stress:vocab

Back 58

An unpleasant psychological process that occurs in response to environmental pressures.

Front 59

challenge stressors:vocab

Back 59

Stressors associated with workload, pressure to complete tasks, and time urgency.

(notes)ultimately going to be positive, makes it easier to take on the stress, knowing that it will make you better.

Front 60

hindrance stressors:vocab

Back 60

Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).

(notes) of no particularly positive use, as in going to work, or getting to work, traffic.

Front 61

demands:vocab

Back 61

Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace.

Front 62

resources:vocab

Back 62

Things within an individual's control that can be used to resolve demands.

Front 63

wellness programs:vocab

Back 63

Organizationally supported programs that focus on the employee's total physical and mental condition.

Front 64

(Notes) On Overcoming Resistance

Back 64

Be direct, tell the truth and let the chips fall as they may. Try to use tactics, assure, show how you will help, and explain the new position with an acquired staff.

Front 65

(Notes)

Back 65

Impetus for change is mostly outside change agents. The Bobs from "Office Space". Outside consultants use "sea gull" approach, they fly, drop a load - collect their check - and fly away.

Inside change agents have to be there for the accountability. New employees, managers slightly removed from the outside, people with less investment in the status quo are all good for inside change agents.

Front 66

(notes) on getting ahead

Back 66

Be an early adopter. As many times as you can in life, be an early adopter. They are the ones that get the questions about the new stuff and have a position of intrinsic respect.

Front 67

(notes) on implementing change

Back 67

How you get people to go forward is by burning the boat. Be fully in, or fully out, there is no going back.

Front 68

(notes) double loop

Back 68

In layman's terms, go about something differently, don't always approach a new problem the same way you always do.

Front 69

(notes) on personality type

Back 69

Leaders are better as type b personality,
but employers prefer type a personalities.

There is a subset of type a that are type age (or rage, or hage), one of those words.

Front 70

(notes) sabbaticals

Back 70

People don't take their full vacation.
They don't take sabbaticals.
Nobody does and nobody let's vacation be completely severed from company.
People don't take vacations without being slightly plugged in.

Front 71

(notes) on challenge stress

Back 71

Ultimately going to be positive, makes it a little easier to take on and accept.

Front 72

(notes) on hindrance stress

Back 72

Of no particularly positive use, going to work, daily activities

Front 73

Tactics Overcoming Resistance to Change

Back 73

Education and communication, Participation, Building support and commitment, Develop positive relationships, Implementing changes fairly, Manipulation and cooptation, Selecting people who accept change, Coercion

Front 74

Education and Communication

Back 74

Clear up misunderstandings/miscommunication. provide high-quality information to increase the commitment to the change. Balance the stakeholders with clearly communicated rationale.

Front 75

Participation

Back 75

Assuming participants have expertise, allow all to participate to increase the quality of the change, take more time, and obtain commitment.

Front 76

Building support and commitment

Back 76

Counseling/therapy, new-skills training, short paid leave of absence, facilitate adjustment. Fire up employees about commitment to the company as a whole so they embrace change versus the status quo.

Front 77

Develop positive relationships

Back 77

Managers need employees trust. The followers must trust a change agent, or trust their current manager. Positive relationships allow change to occur.

Front 78

Implementing changes fairly

Back 78

Procedural fairness is necessary. Employees need to see implementation of change as consistent and fair.

Front 79

Manipulation and cooptation

Back 79

Manipulation - Use untruthful information to manipulate outcomes.

Cooptation - combines manipulation and participation. "Buys off" leaders or the resistance group by participating the leader.

Front 80

Selecting people who accept change

Back 80

Personality determines some attitudes about changes.

Teams motivated by learning or mastering tasks are better with change.

Front 81

Coercion

Back 81

Similar to manipulation and cooptation. Specifically do the threat of poor letter of recommendation, performance evaluation, or closing of a plant with workers who don't acquiesce to a pay cut.

Front 82

Sources of Innovation

Back 82

Structural variables can allow for innovation.

Front 83

Organic structures and Structural Sources of Innovation

Back 83

Low vertical differentiation, formalization, and centralization.

Facilitate flexibility, adaptation, and cross-fertilization.

Adoption of innovations are easier.

Front 84

Long tenure and Structural Sources of Innovation

Back 84

Managerial tenure provides legitimacy and knowledge for successful outcome of change tasks and desired change outcomes.

Front 85

Slim resources and Structural Sources of Innovation

Back 85

Slack resources don't allow purchase of innovations, the costs of implementation, and absorption of failures.

Front 86

(notes) What causes stress?

Back 86

change causes this

Front 87

Selective information processing

Back 87

Individuals are guilty of selectively processing information in order to keep their perceptions in tact. They hear what they want to hear, and they ignore information that challenges the world they've created.

Front 88

(notes) on politics

Back 88

Impetus for change is mostly ouside change agets. The Bobs from "Office Space". Outside consultants use the "sea gull" approach, they fly in, drop a load - collect their check - and fly away.

Inside change agents have to be there for the accountability New employees, managers slights removed from the outside people with less investment in the status quo are all good for inside change agents.

Front 89

To implement change

Back 89

Establish a strategy, Redesign the organization's structure, Reshape the organization's culture.

Front 90

Inter-unit communication and Structural Sources of Innovation

Back 90

Inter-unit communication is high in innovative organizations (they are collaborative organizations).

Front 91

Similar cultures for innovation

Back 91

They encourage experimentation.
They reward both successes and failures.
They celebrate mistakes.

Front 92

High innovation leads to ...

Back 92

high failure.

Front 93

Innovations are ...

Back 93

failures are a natural byproduct of innovation.

Front 94

Consequences of Stress-Psychological Symptoms

Back 94

Job-related stress and job-related dissatisfaction.
Job dissatisfaction is the "the simplest and most obvious psychological effect" of stress.
Multiple and conflicting demands increase stress and dissatisfaction.
The less control people have over the pace of their work, the greater the stress and dissatisfaction.

Front 95

Consequences of Stress-Behavioral Symptoms

Back 95

Research on behavior and stress has been conducted across several countries and over time, and the relationships appear relatively consistent.

Behavior-related stress symptoms include reductions in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.

Front 96

(notes) Working out for a company culture

Back 96

Working-out makes more productive workers.
Decreases stress.
Companies make a profit on their gyms.

Front 97

(notes) How to get rid of stress

Back 97

Relaxation
Working-out
Drinking, medically sound

Front 98

(notes) Will power ...

Back 98

makes your life better when you can exercise it and have strong will power.

Front 99

Goal-setting

Back 99

Goals can reduce stress as well as provide motivation.
Employees who are highly committed to their goals and see purpose in their jobs experience less stress.

Front 100

(notes) Managing Stress ....

Back 100

Individual approaches (social support network, relaxation techniques, physical exercise, well-organized)
Organizational approaches, besides a gym - nothing - they cause it