Organizational Change And Development

Front 1

what causes organizations to change? (external)

Back 1

economic conditions
competitors actions
technological advancements
legal and political developments
societal and demographic shifts

Front 2

what causes organizations to change? (internal)

Back 2

managerial decisions
employee preferences and suggestions

Front 3

where should organizational changes occur? ("transformational changes")

Back 3

technology - most frequent
shared values and culture
strategy
structure -most valuable
systems
staff

Front 4

unfreezing

Back 4

-inertia (do things the way have always done)
-mistrust
-lack of information

Front 5

movement

Back 5

-lack of clarity (main reasons)
-lack of capabilities
-lack of sufficient incentives

Front 6

refreezing

Back 6

forces need to be put in place to keep people and behaviors from giving in to the gravitational pull of the past and reverting back to the old patterns (not an instant process, use positive reinforcement)

Front 7

force field analysis (Lewin)

Back 7

uses the concept of equillibrium, a condition that occurs when the forces for the change, the "driving forces," are balanced by the forces opposing change, the "restraining forces," and results in a relatively steady state (weakening restraints may be more effective to bring about change)

Front 8

leading coalition

Back 8

group of supporters who are favorably inclined toward change and can influence others toward change

Front 9

organizational development (OD)

Back 9

approach to organizational change that has a strong behavioral and people orientation, emphasizing planned, strategic, long-range efforts focusing on people and their interrelationships in organizations

Front 10

T-groups

Back 10

groups of individuals participating in organizational development sessions away from the workplace, also called basic skills training groups

Front 11

change agents

Back 11

individuals who are responsible for implementing change efforts; they can be either internal or external to the organization

Front 12

interventions

Back 12

sets of structured activities or action steps designed to improve organizations

Front 13

behavioral process orientation

Back 13

key distinguishing feature of the OD approach to organizational change that focuses on new forms of behavior and new relationships

Front 14

organizational renewal

Back 14

a concept of organizational change that proposes a goal of flexibility and capability for a continual change

Front 15

process redesign (reengineering)

Back 15

involves a fundamental redesign of business process to achieve a dramatic improvements (goal is to reduce costs, shorten cycle times, and improve quality)

Front 16

organizational learning

Back 16

exhibited by an organization that is skilled at creating, acquiring, and transforming knowledge, and at modifying its behavior to reflect new knowledge and insights

Front 17

benchmarking

Back 17

identification, analysis, and comparison of the best practices of competitors against an organizations own practices

Front 18

focus groups

Back 18

small groups involved in intense discussions of the positive and negative features of products or services