Chapter 18
job redesign
an OD itnervention method that alters jobs to imporve the fit between individual skills and the demands of the job.
process consultation
an OD method that helps managers and employees improve the processes that are used in organizations
team building
an intervention designed to improve the effectiveness of a work group
incremental change
change of a relatively small scope, such as making small improvements
planned change
change resulting from a deliberate decision to alter the organization
quality program
a program that embeds product and service quality excellence in the organizational culture
organizational development (OD)
a systematic approach to organizational improvement that applies behavioral science theory and research in order to increase individual and organizational well-being and effectiveness.
executive coaching
a technique in which managers or executives are paired with a coach in a partnership to help the executive perform more efficiently.
role negotiation
a technique whereby individuals meet and clarify their psychological contract
leadership training and development
a variety of techniques that are designed to enhance individuals' leadership skills
survey feedback
a widely used method of intervention whereby employee attitudes are solicited using a questionnaire
transformational change
change in which the organization moves to a radically different, and sometimes unknown, future state
strategic change
change of a larger scale, such as organizational restructuring
unplanned change
change that is imposed on the organization and is often unforeseen
disenchantment
feeling negativity or anger toward a change
disidentification
feeling that one's identity is being threatened by a change
disorientation
feelings of loss and confusion due to a change
skills training
increasing the job knowledge, skills, and abiliities that are necessary to do a job effectively
disengagement
psychological withdrawal from change
refreezing
the final step in Lewin's change model, in which new attitudes, values, and behaviors are established as the new status quo
unfreezing
the first step in Lewin's change model, in which individuals are encouraged to discard old behaviors by shaking up the equilibrium state that maintains the status quo.
change agent
the individual group that undertakes the task of introducing and managing a change in an organization
moving
the second step in Lewin's change model, in which new attitudes, values, and behaviors are substituted for old ones.