Term
| Aspiration- Performance Discrepancies |
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Definition
| Gaps between what an individual, unit, or organization wants to achieve and what it is actually achieving. Difference between aspirations and current performance. When they are not attending their expectations, a change is necessary. |
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Term
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Definition
| Natural and predictable pressures that build as an organization grows and that must be addressed if the organization is to continue growing. Integrative life-cycle model is used to represent the forces that pressure organizations as they grow. |
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Term
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Definition
| Scientific knowledge is going to continue growing. Technological advances are based on scientific knowledge. This can lead to incremental or radical changes in how products are designed, produced, and delivered. |
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Term
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Definition
| Rapid changes can be seen in technologies such as cell phones, videoconferencing, gore-tex fabric. Technologies are being developed faster than they can be implemented. |
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Term
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Definition
| Firms must adapt to technological advances or risk becoming outdated and ineffective regarding cost, quality, or speed. They need to keep up with changes to be able to continue competitive. |
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Term
| Introduction and Removal of Government Regulations |
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Definition
| US government has the responsibility to regulate commerce for the common good, due to societal pressures. |
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Term
| Introduction and Removal of Government Regulations |
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Definition
| Regulations regarding fuel efficiency standards for automobile manufactures, requirements for regional telephone companies, rules limiting telemarketers ability to call peoples homes. Drug free work place act was passed to encourage employers to test associates fro drugs…..organizations need to adapt to regulatory changes. This also applies to when a rule is removed. Deregulation also makes changes necessary to compete with more competitive environments. |
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Term
| Changes in Societal Value |
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Definition
1) Changing values influence consumers purchases, affecting the market for a organization’s product.
2) Society’s values are evidenced in employee attitudes, behaviors, and expectations.
3) They affect potential investors in the company.
4) Society ‘s values are represented in government regulations. |
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Term
| Shifting Political Dynamics |
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Definition
| Both national and international political pressure can influence organizations. Depending on the political view of people in office, the government might shift expenditures that affects firms in many industries. Also, the government might create a special demand, in case of a war for example and companies have to adapt to meet that demand. |
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Term
| Shifting Political Dynamics |
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Definition
| international politics can influence companies too. For example tariffs discussion may create uncertainty. If higher tariffs, companies may need to improve effectiveness to not increase price, or change markets. |
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Term
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Definition
| Average age of population is increasing; just like the portion of US residents who belong to other groups other than non Hispanic whites. Many organizations changes internal practices to ensure fair treatment for people of all races and ages. |
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Term
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Definition
| Firms have introduced products and marketing tactics designed to appeal to a broader mix of individual or to a particular targeted niche that has grown in importance. |
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Term
| Growing International Interdependence |
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Definition
| The world is getting smaller = interdependency of countries. Companies must be aware of what happens around the world, even if they have no operations outside the US. Many firms have found that international markets present more opportunities for sales than the US market. It can be opportunities or constrains. |
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Term
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Definition
| process involving deliberate efforts to move an organization or a unit from its current undesirable state to a new, more desirable state. |
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Term
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Definition
| Undesirable state – difficult transition – desirable state |
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Term
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Definition
| Leader help managers and associates move beyond the past by providing a rationale for change, creating guilt about not changing and creating a sense of psychological safety concerning change |
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Term
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Definition
| Leaders help to implement new approaches by providing information that supports proposed changes and by providing resources and training to bring about actual shifts in behavior. |
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Term
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Definition
| with resources and training, change can begin. Feedback can be used to make any necessary adjustment. |
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Term
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Definition
| Leaders lock in new approaches by implementing evaluation systems that track expected behaviors, by creating rewards system that reinforce expected behavior and by ensuring that hiring and promotion systems support the new demands. |
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Term
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Definition
| It is common to lack attention on the unfreezing phase, However, this leads to resistance to change. It is a crucial part of the process. |
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Term
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Definition
| All changes activities are not going to work sequentially. Therefore, it is common that activities important for one phase of the process may overlap activities necessary for the next phase. Needs flexibility |
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Term
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Definition
| Team of change leaders rather than individual should guide an organization through a major required effort. One person is risky because there is too much work |
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Term
to construct a team of change leaders:
(size of the team depends on the size of the organization) |
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Definition
- People with position power on the team, so they don’t slow you down
- Informal credibility because can influence people.
- Expertise since have diverse point of view on potential solutions
- Proven leadership so can lead others |
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Term
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Definition
| Fast process where unfreezing, moving and freezing happen fast, can be useful if an ongoing problem will cause substantial damage near. Like when strategy no longer produce value to costumer. |
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Term
| deciding on the speed of change: |
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Definition
- Urgency: very urgent, okay to be fast
- Degree of support – largely supported, okay to be fast
- Amount and complexity of change – small/simple okay to be fast; large more time.
- Competitive environment: competitors are taking advantage of weakness, okay to be fast
- Knowledge and skills available: if the skill needed exists or can be easily got, okay to be fast
- Financial and other resources: resources required by change are on hand, okay to be fast |
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Term
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Definition
| top-down or participatory |
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Term
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Definition
| change leaders design the change and plan implementation with little participation |
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Term
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Definition
| leaders seek ideas and advice of those below them. High involvement try to use this as much as possible. This can be time consuming and expensive with debates and synthesis of multiple sets of ideas take significant time. |
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Term
| decision to use top-down style or participatory style of change |
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Definition
- Urgency: very urgent, participatory not okay for time saving
- Degree of support: supported by a wide #, participatory is less needed
- Referent and expert power of change leader: leader is admired and known to be knowledgeable about pertinent issues, a participatory is less necessary |
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Term
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Definition
| efforts to block the introduction of new approaches. Some of these efforts are passive in nature, involving such tactics as verbally supporting the change while continuing to work in the old ways; and other efforts are active in nature, involving tactics such as organized protests and sabotage. |
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Term
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Definition
| Unsure what the change entails. They resist because don’t understand the change. Need to communicate clearly all details of the change. Meetings, articles in newsletters, articles on company intranets. |
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Term
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Definition
| Change would have more cost and fewer benefits than those desiring the change claim. They understand the change, but they disagree with it. Should consider including potential or actual resisters in the decision-making process. This way, leaders and resistors can exchange better information. Also, ensure procedural justice = perceived fairness in the decision process. |
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Term
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Definition
| People believe they will lose something valuable if the change happens. Power, control, valuable job assignments... Leaders should reason with resisters, and in extreme cases, transfer them or ask them to leave org. When resister is extremely valuable, need to negotiate something. |
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Term
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Definition
| Fear the unknown. Leads to organizational inertia. Leaders should offer support to these resisters with kind words, emotional support, attention to training, education… |
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Term
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Definition
| Lack self-efficacy is related to this. Person doesn’t believe she possesses or can mobilize the effort and ability needed to control event. Also, low risk tolerance. |
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Term
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Definition
| denial, anger, depression, acceptance. |
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Term
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Definition
| Sequence of these stages throughout which individuals can move or in which they can become trapped when faced with unwanted changes. |
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Term
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Definition
| ignore possible or current change |
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Term
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Definition
| individuals become angry about the change. |
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Term
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Definition
| they experience emotions lows |
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Term
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Definition
| they embrace the reality of the situation and try to make the best of it. |
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Term
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Definition
| Don’t need to go all the stages sequentially. Some remain in anger or depression. Leader must monitor their organizations for actual or potential resistance to change. |
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Term
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Definition
| leaders should develop organization so that communication, problem solving, and learning are more effective. |
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Term
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Definition
| improve processes and outcomes in org. Continuous process to improve communication, problem solving, learning through the application of behavioral science knowledge. Roots on humanistic psychology, it is grounded in values of individual empowerment and interpersonal cooperation. |
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Term
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Definition
| Understand what org. needs to choose a effective course of action. Interviews, surveys, group sociometric devices, process-oriented diagnosis and accurate records. Most used is surveys and interviews. Diagnose needed interventions |
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Term
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Definition
| Different forms of group training, team building and job redesign. The most appropriate technique will vary with the situational factors involved. Proper implementation is crucial. OD specialist should play an important role in every intervention. Techniques must match the situation. |
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Term
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Definition
| Effects of the intervention must be evaluated after an appropriate time period to ensure objectives have been met. Survey is good to determined the progress after the 1 one that showed the problem. If objectives were not accomplished, further efforts may be necessary. Why objectives were not matched? Was the process correct? Was it correctly implemented? |
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Term
| ORGANIZATION DEVELOPMENT INTERVENTIONS |
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Definition
| Better to use more than one technique. |
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Term
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Definition
| How individuals perceive and respond to one another. |
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Term
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Definition
| Individuals focus on their actions, how others perceive their actions, and how others generally react to them; participants often learn about unintended negative consequences of certain types of behavior. People participate in various interpersonal and group situations to better understand how they act, how others perceive their actions, and how others react to them. |
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Term
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Definition
| Aimed at helping individual associates and managers learn about themselves in a group setting and then transfer that learning to the workplace. |
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Term
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Definition
| process in which members of team work together and with a facilitator to diagnose task , process, and interpersonal problems within the team and create solutions. Usually focus on substantive tasks. |
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Term
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Definition
| data obtained from questionnaires; managers receive the data for their units and are expected to hold units meetings to discuss problems. Discuss the good and the bad info. |
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Term
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Definition
| Adjustment in the organization’s structure. Changing tasks, methods, communication, problem solving, learning. |
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Term
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Definition
| enlargement or enrichment of jobs, enrichment is the best to increase motivation for effective problem solving, communication and learning. |
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Term
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Definition
| management process in which individual negotiate task objectives with their managers and then are held accountable for attainment of the objectives. |
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Term
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Definition
| Objectives can be statical and inflexible, while the environment is constantly changing. People need to change their focus. Accomplishments are influenced by thing out of the persons control. Therefore, advantages due to meeting objectives can be unfair. Other aspects of the job are being ignored. |
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Term
| Supplemental organizational process |
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Definition
| process in which associates and/or managers have ongoing meetings for the purpose of understanding and addressing important problems. To improve communication, problem solving and learning. |
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Term
| Exploitive learning (organizational) |
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Definition
| learning how to more efficiently use current knowledge. Exploratory leaning: creating new knowledge and being innovative |
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Term
| ORGANIZATIONAL DEVELOPMENT ACROSS CULTURES |
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Definition
| Avoid ethnocentric attitude, assuming that everyone is similar to those back home. And avoid stereotyping. |
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Term
| ORGANIZATIONAL DEVELOPMENT ACROSS CULTURES |
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Definition
- Flexibility – open to news, ideas and beliefs and willingness to change own behavior.
- Knowledge of specific cultures – understanding of the beliefs and behavior patterns of different cultures
- Interpersonal sensitivity- listen and resolve problems with people from other countries |
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