Organization Development Part 2

Front 1

Participative Management

Back 1

engages employees by asking for their input in the process of decision making, but it doesn't necessarily result in empowerment

Front 2

Process Improvement Teams

Back 2

cross-functional or cross-occupational teams formed to examine a process for the purpose of recmmending improvements

Front 3

Project Team

Back 3

a group of employees formed to manage a specific project

Front 4

Quality Circles

Back 4

A Group of employees trained in problem-solving techniques who have a shared are of responsibility and understanding of a work process that are brought together to find ways to improve quality and performance.

Unions and management traditionally felt that these groups eroded their power, and were therefore not supportive

Front 5

Self-directed or Semi Autonomous Work Teams (Leaderless Teams)

Back 5

form of empowerment whereby a group of workers, whoa re highly skilled, use team-building and participative approaches to accomplish their activities and achieve defined outcomes

Front 6

Task Force

Back 6

a group of employees convened to make recommendations on how to solve a specific problem identified by management

Front 7

Team Building Activities

Back 7

Take place with and at all levels of the organization

Front 8

Change Agent

Back 8

That indivudal (Usually an OD Practitioner) who is tasked with managing the change initative

Front 9

Paradigm Sift

Back 9

an Organizational development concept whereby the fundamental assumptions underlying an aspect of organization life (the paradigm) are challenged and through th intervention process a shift takes place in these assumption that impacts, hopefully favorable, the organization

Front 10

Reaction to Change

Back 10

an OD concept built on th observed reaction of indivduals to the death of an intimate
it is the reaction of organization members to externally driven change whereby they go through the stages of denial, resistance, exploration and commitment

Front 11

John Kotter's Change Process

Back 11

1. Establish A sense of urgency
2. Creating a Coalition with the power to affect change

3. Developing a clear Vision

4. Sharing the vision with members of the organization

5. Empowering people to clear the obstacles to change

6. Having some short-term gains

7. Consolidation the changes and building on success

8. Instiutionalizing the changes

Front 12

Kurt Lewin's Change Process

Back 12

simplist model is commonly referred to as Unfreeze, Change, Freeze (or Refreeze)

Front 13

Unfreezing

Back 13

Kurt Lewing Change Process model - stage about getting ready to change, undestanding that change is necessary and that we aare moving away from our current comfort zone
weigh up pros and cons and balancing

Front 14

Force Field Analysis

Back 14

Kurt Lewin's Change Process model - unfreezing and weighing up the pros and con's and deciding if the pro's outnumber the con's before you take action

Front 15

Stage 2: Change of Transition

Back 15

Kurt Lewin's change Process model - is a process not an event
th ineer movement or journey we make in reaction to change.
People are unfrozen and moving towards the second stage occurs as we make the process that is needed
this stage is often the hardest as people are unsure or fearful

Front 16

Stage 3: Freezing

Back 16

Kurt Lewin Change Process - establishign stability once the change has been made. The changes are accepted and become the new norm.
People form new relationships and become comfortable with their routines