Term
| the acceleration of change |
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Definition
| external changes (science, technology, speed in movement of people. things, increase info and access to it) lead to internal change (people need more ed/training, lifelong learning is required, people are living longer, so more changes are necessary |
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Term
| acceleration of change: impact of change on businesses |
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Definition
- global change: social, political, economic
- must be flexible
- must review dics and procedures frequently
- flexibility for organization--> instability, disruption and stress for employees |
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Term
| resistance to change: 20-50-30 rule |
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Definition
– 20% of the people in an organiza*on will embrace
change and welcome it
– 50% are ambivalent
– 30% are resistant and may sabotage or undermine
the change process
• Nearly 80% of an organiza*on’s staff will need
to be convinced that the change is a good one
and worth the stress involved in making it. |
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Term
| resistance to change: lack of understanding of the need for change |
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Definition
- workers jobs don't include conceptuel thinking about the organization
- may fail to perceive connection between thri observations of the work enviornment and the org's financial health
- only upper-level management may have access to info indicating the need for change |
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Term
| resistance to change: lack of understanding of, or a different sense of, the context or environment |
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Definition
| employee's viewpt and manager's may greatly differ |
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Term
| resistance to change: belief that proposed change violates the core values of the org |
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Definition
| org's mission is subject to interpretation |
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Term
| resistance to change: misunderstanding of the change and its implications |
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Definition
| workers perceive change as pointless extra work b/c they don't understand its purpose |
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Term
| resistance to change: belief that the change is not in the best interest of the org |
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Definition
| employees and mangers view things from their own perspectives |
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Term
| resistance to change: lack of trust in those introducing the change |
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Definition
- workers who distrust management may not believe in the stated reason for change
- workers may resist because of what they consider to be the true motiveation |
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Term
| resistance to change: lack of belief that leadership is serious about making changes |
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Definition
- if manager's words and actions are inconsistent, workers question the stated rationale for the change
- managers who seldom follow through are expected to repeat this pattern |
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Term
| resistance to change: lack of belief that leadership is capable of making the change happen |
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Definition
- failure of previous attempts at change
- perceived weakness of manager
- change extends beyond manager's authority/span of control |
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Term
| resistance to change: perception that change is unfairly selective |
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Definition
- layoffs amoung certain classes of workers but not others
- cutting benefits to one group, but not to others |
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Term
| kinds of organizational change |
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Definition
change in:
- structure
- work process
- organizational culture |
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Term
| change in structure: organizational structure |
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Definition
organizational structure: reflected in the organizational chart
- these include hierarchy, line/staff relationships, span of control, centralization, departmentalization |
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Term
| changes in structure: downsizing or rightsizing |
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Definition
- reducing organization's size, usually accompanied by flattening of structure. usually necessitates reduction in force.
- restructuring through growth
-acquisitions and mergers |
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Term
| possible reasons for change in work process |
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Definition
- economic
- change s in technology, equiptment, personnel
- to improve quality or performance |
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Term
| examples of change in work process |
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Definition
• Economic-driven: self-service delis/salad bars
• Equipment-driven: faster ovens, new dishwasher
• Personnel-driven: new employee suggests more efficient procedure
• Technology-driven: paperless office communications, EMR, debit cards |
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Term
| kinds of organizational change: change in organizational culture |
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Definition
- most basic and far-reached type of change
- result from: change in leadership, change in mission, change in management style, evolution
- occur most rapidly during mergers, acquisitions, divestitures |
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Term
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Definition
dependent on good decision making
- ID a problem to solve
- establish criteria
- weight criteria
- list and analyze alternatives
- make and implement decision
- evaluate results |
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Term
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Definition
employees need time to pass through 5 stages of change
1. becoming aware of the change
2. understanding it
3. supporting it
4. becoming actively involved
5. becoming committed to the change
- introduce staff to problem as soon as it is IDed
- allow group participation in planning change
- adjustment period is necessary, either before or after change |
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Term
| managing change: communication |
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Definition
- "package" messages about change in a positive manner
- recruit support staff members/informal leaders to inform others
- distribute clear, correct info; avoid sharing info prematurely before decisions are finalized |
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Term
| minimizing stress during change |
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Definition
- trust: distrust of management=more uncertainty
- communication: more factual info=less uncertainty. 2 way communication helps
- introduction of multiple changes at once: generate intence stress for a brief period. may work better with autocratic leadership style
- series of sequential changes: less severe stress for a longer period, may work better with participative leadership
- employee assistance programs: outplacement programs to help laid-off workers find jobs. stress management courses, training programs to assist with changing job functions. |
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Term
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Definition
- food products
- globalization of the food supply
- food packaging
- sustainability
- water and energy conservation
- obesity epidemic
- EHRs |
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