Quiz 3 - Chapter 15 Part 2

Change agent

OD practitioner, person's role as a catalyst who helps organizations through the process of change

Difference between Woodard's and Perrow's structural contingency models

Woodard's - focused on different forms of technology in manufacturing organizations Perrow's - expanded to look at all organizations

Process consultation

a consultant helps a client-organization study its problems objectively and learn how to solve them

Routine organizational technology

analyzable with few exceptions

Engineering organizational technology

analyzable with many exceptions

Action research is an OD methodologist model that...

applies social science research methods by collecting relevant organizational data that are used for solving organizational problems

Examples of work with routine technology

assembly line or grocery store employees

Survey feedback

consultant works with organization to develop/administer a survey to collect data that is fed back to members and used as starting point for change

According to Lawrence and Lorsch, 2 processes determine a company's ability to keep up with external changes

differentiation, integration

Lawrence and Lorsch's contingency model focused on....

how structure must adapt to fit changing environmental conditions

Mass product has a ______________ span of control

large

Examples of work with engineering technology

lawyers, civil engineers

Small-batch production has a _________________ span of control

moderate sized

According to Perrow, few exceptions meant the work was....

predictable and straightforward

Organizational development

process of assisting organizations in preparing for and managing change

Organizational Practices Scale measures dimensions such as:

process vs. results oriented employee vs. job oriented loose or tight control over employees

Examples of work with non routine technology

professional artists and musicians

According to Perrow there are 4 categories of organizational technology

routine, engineering, craft, and non routine

Examples of work with craft technology

skilled woodcarvers, social workers

Continuous-Process production has a ________________ span of control

small

Quality circles

small groups of volunteer employees from the same work area who meet regularly to solve work-related problems

Organizational Culture Profile

sorts 54 value statements describing organizational attitudes toward quality, risk taking, and respect toward workers

Management by objectives

supervisors and subordinates jointly set performance goals; at the end of the goal period their attainment is evaluated and new goals are set

What influences an organization's culture?

technology used, market is sells its products to, and competition

Lawrence and Lorsch's contingency model makes use aware of the effect of...

the environment on an organization, its structure, and ability to meet its goals

Organizational culture

the shared values, beliefs, assumptions, and patterns of behavior within the organization

Craft organizational technology

unanalyzable with few exceptions

Non routine organizational technology

unanalyzable with many exceptions

According to Perrow, many exceptions meant the work had...

unfamiliar processes turning up often

T-groups

use unstructured group interactions to assist workers in achieving insight into their own motivations and behavior patterns in dealing with other organizational members

Team building

workers discuss how to improve team performance by analyzing group interaction

How do you measure organizational culture?

-examine artifacts -Organizational Culture Profile -Organizational Practices Scale

Advantages to survey feedback

-increase upward flow of communication -positive effect on attitudes -shows workers they are not alone

Organizational development techniques

-job enrichment -organizational behavior modification programs -survey feedback -t-groups -team building -process consultation -management by objectives -quality circles

Woodard's structural contingency model classified manufacturers into 3 types

-small-batch production -mass production -continuous-process production

Perrow's structural contingency model classified work-related technology along 2 dimensions

-whether the technology was analyzable or unanalyzable -whether the work contained few or many exceptional work situations