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