MNGT chapter 12 (exam 3)
any substantive modification to some part of the organization
organizational change
an effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge
organizational development
regarding different perceptions, why might employees reject organization change
others in the organization may resist the change bc they do not agree w the managers assessment or they perceive the situation differently
_______ is often the most effective technique for overcoming resistance to change
participation
bc firms cannot pursue all innovations, what should they do
develop the ability to carefully evaluate innovations and select the ones that hold the greatest potential
business process change represents (technical/managerial) innovation
managerial
true or false: change can involve virtually any dimensions or element of an organization: work schedules, bases for departmentalization, span of management, technology, machinery and equipment, organization design, ppl themselves, and so on
true
true or false: change in an organization is inevitable
true
true or false: educating employees ab the need for and the expected results of an impending change should reduce their resistance
true
what are a few general steps to follow in business process change
-develop goals and strategy for reengineering effort -emphasize top management's commitment to the reengineering effort -create a sense of urgency among members of the organization -start w a clean slate -optimize top-down and bottom-down perspectives
what are a few organizational development techniques
-diagnostic activities -team building -survey feedback -education -intergroup activities -third-party peacemaking -technostructural activities -process consultation -life and career planning -coaching and counseling -planning and goal setting
the theory and practice of organization development are based on several important assumptions. what are these assumptions
-employees desire to grow and develop -employees have a strong need to be accepted -individuals will influence the organization and the organization will influence individuals
what are a few techniques for overcoming resistance to organizational change
-encourage active participation in the change process -providing education and communication about the change process -facilitating the change process
what are 3 main areas of organizational change
-organizational structure and design -technology and operations -people
kurt lewin, a noted organizational theorist, suggested that every change requires 3 steps. what are these steps
-step 1: unfreezing -- individuals who will be affected by the impeding change must be led to recognize why the change is necessary -step 2: implementing change -step 3: refreezing -- involved reinforcing and supporting the change so that it becomes a part of the system
what are a few reasons why people resist change
-uncertainty about the extent and effect of change -threats to self-interests and power and influence -different perceptions of change effects and outcomes -fear of loss of social networks, power, security, and familiar procedures
regarding threatened self-interests, why might employees reject organization change
a change might diminish their power or influence within the company, so they fight it
what do most successful reengineering efforts start with
a new, clean slate
why is business process change necessary
all systems, including organizations, are subject to entropy -- a normal process leading to system decline
where do forces of change come from
an organizational's internal and external environment
what does the rule of 1/8 state
at best, about 12% of organizations will actually do what is required to build profits by putting people first
To obtain a competitive advantage, an organization usually must make investment decisions (before/after) the innovation process reaches the mature stage
before
the radical redesign of all aspects of a business to achieve major gains in cost, service, or time
business process change (or reengineering)
how can a manager facilitate organizational change
by making only necessary changes, announcing changes in advance, and allowing time to adapt to change
what is organizational development concerned with
changing attitudes, perceptions, behaviors, and expectations of people in an organization
An organizational development technique, provides nonevaluative feedback to individuals, purpose is to help people develop a better sense of how others see them and learn behaviors that will assist others in achieving their work-related goals
coaching and counseling
an organization development technique, analyzes the current condition of an organization, managers user questionnaires, opinion or attitude surveys, interviews, archival data, and meetings to assess various characteristics of the organization, the results of this diagnosis may generate profiles of the organizations activities, which can then be used to identify problem areas in need of correction
diagnostic activities
what are a few reasons why an organization may fail
due to lack of resources, failure to recognize opportunities, and resistance to change
An organizational development technique, focus on classroom training, participants often go through a series of experiential or role-playing exercises to learn better how others in the organization feel, teaches people to be more considerate and understanding of the people they work with
education
(internal/external) forces in the general and task environments can force the organization to alter the way it competes and responds
external
true or false: reactive change is almost always preferable to planned change
false -planned change is almost always preferable to reactive change
true or false: the earlier an organization makes an investment, the lesser the risk
false -the earlier the investment, however, the greater the risk
true or false: Organizational development focuses on reaching a point where the obvious need for change exists rather than updating employee skills on a continual basis
false -organizational development focuses on updating employee skills on a continual basis, rather than reaching a point where the obvious need for change exists
analysis that helps you to think about the pressures for and against a decision or a change
force field analysis
Firms that implement (incremental/radical) innovations alter, but do not fundamentally change, competitive interaction in an industry
incremental
a new product, service, or technology that modifies an existing one
incremental innovation
_______ means giving up old products and old ways of doing things in favor of new products and new ways of doing things
innovation
the managed effort of an organization to develop new products or services or new uses for existing products or services
innovation
An organizational development technique, focus is on improving the relationships between two or more groups
intergroup activities
(internal/external) forces inside the organization cause it to change its structure and strategy
internal
An organizational development technique, helps employees formulate their personal goals and evaluate strategies for integrating their goals with the goals of the organization, activities might include specification of training needs and plotting a career map
life and career planning
(Technical/Managerial) innovations do not necessarily affect the physical appearance or performance of products or services directly
managerial
a change in the management process in an organization
managerial innovation
change that is designed and implemented in an orderly and timely fashion in anticipation of future events
planned change
An organizational development technique, focus is more technically oriented on the mechanics of planning and goal setting
planning and goal setting
An organizational development technique, a consultant observes groups in the organization to develop an understanding of their communication patterns, decision-making and leadership processes, and methods of cooperation and conflict resolution, goal of this form of intervention is to improve the observed processes
process consultation
a change in the way a product or service is manufactured, created, or distributed
process innovation
a change in the physical characteristics or performance of an existing product or service or the creation of a new product or service
product innovation
Firms that implement (incremental/radical) innovations fundamentally shift the nature of competition and the interaction of firms within their environments
radical
a new product, service, or technology that completely replaces an existing one
radical innovation
a piecemeal response to circumstances as they develop
reactive change
a firm's _______ is the means by which it encourages and discourages certain behaviors by employees
reward system
3 specific ways for promoting innovation are through the ______, the _______, and through a process called ______
reward system, organizational culture, intrapreneurship
an organizational development technique, each employee responds to a questionnaire intended to measure perceptions and attitudes (e.g, satisfaction and supervisory style), aim of this approach is usually to change the behavior of supervisors by showing them how their subordinates view them
survey feedback
an organizational development technique, intended to enhance the effectiveness and satisfaction of individuals who work in groups or teams and to promote overall group effectiveness
team building
A change in the appearance or performance of products or services or of the physical processes through which a product or service passes
technical innovation
An organizational development technique, concerned with the design of the organization, the technology of the organization, and the interrelationship of design and technology with people on the job
technostructural activities
what is the importance of approaching change from a planned perspective is reinforced by
the frequency of organization change
why might employees feel uncertain about organizational change
they may worry about their ability to meet new job demands, they may think that their job security is threatened, or they may simply dislike ambiguity
An organizational development technique, uses a variety of mediation or negotiation techniques to resolve any problems or conflicts among individuals or groups
third-party peacemaking
regarding forces urging change, what is an effective approach in managing these forces
to anticipate forces urging change and plan ahead to deal w them
what is the key to overcoming entropy for a business
to change relevant business processes
what is the goal of organizational development
to minimize the magnitude of future changes by recognizing small changes that can take place over time
true or false: Because all organizations are open systems interacting with their environments, an improvement in an organization after an organizational development intervention may be attributable to the intervention, but it may also be attributable to changes in economic conditions, luck, or other factor
true
true or false: Even highly innovative organizations cannot become involved in every new product or service its employees think up
true
true or false: If a firm does not have enough money to fund a program of innovation or does not currently employ the kinds of employees it needs in order to be innovative, it may lag behind in innovation
true
true or false: If organizations are not skilled at recognizing and evaluating opportunities, they may be overly cautious and fail to invest in innovations that later turn out to be successful for other firms
true
true or false: Innovation is important because, without new products or services, any organization will fall behind its competition
true
true or false: To remain competitive in today's economy, organizations must be innovative
true
true or false: Whereas managerial innovations generally affect the broader context of development, process innovations directly affect manufacturing
true
true or false: a manager may make a decision and recommend a plan for change on the basis of his or her own assessment of a situation
true
true or false: any change in an organization may have effects extending beyond the actual area where the change is implemented
true
true or false: bc reactive change may be hurried, the potential for poorly conceived and executed change is increased
true
true or false: bc social relationships are important, most people resist any change that might adversely affect those relationships
true
true or false: business process change requires a careful blend of top-down and bottom-up involvement
true
true or false: employee participation is important in organizational change, but too little involvement by leaders can undermine the program's importance and create a sense that top managers do not care
true
true or false: employees who participate in planning and implementing a change are better able to understand the reasons for the change
true
true or false: having had an opportunity to express their ideas and assume the perspectives of others, employees are more likely to accept change gracefully
true
true or false: in the face of impending change, employees may become anxious and nervous
true
true or false: innovation is expensive in terms of dollars, time, and energy
true
true or false: innovative changes can be personally difficult for managers and other members of an organization
true
true or false: it is quite common for multiple organization change activities to be going on simultaneously
true
true or false: managers and employees must collaborate to take advantage of the skills and abilities of the employees and eliminate aspects of the organization that retard employee growth, development, and group acceptance
true
true or false: managers who sit back and respond only when they have to are likely to spend a lot of time hastily changing and re-changing things
true
true or false: many changes involve altering work arrangements in ways that disrupt existing social networks
true
true or false: many organizations today find it useful to periodically go through large-scale comprehensive change programs involving all aspects of organization design, technology, and people
true
true or false: most companies or divisions of large companies implement some form of moderate change at least every year and one or more major changes every 4 to 5 years
true
true or false: organizational change may threaten an employee's power, status, security, familiarity w existing procedures, and self-confidence
true
true or false: people in the organization must be persuaded to see the clear and present need for the changes being implemented and appreciate their importance
true
true or false: resistance to change can slow the innovation process
true
true or false: some change is planned well in advance; other change comes about as a reaction to unexpected events
true
true or false: some internal forces are responses to external pressures
true
true or false: strong leadership is necessary for organizational change, but too much involvement by top management can make the changes seem autocratic
true
true or false: when employees participate in planning and implementing change, uncertainty is reduced, and self-interests and social relationships are less threatened
true
true or false: many impending changes potentially threaten the self-interests of some managers within the organization
true
true or false: regarding organizational change, organizations should only change the things they have to
true
if open communication is established and maintained during the change process, _______ can be minimized
uncertainty
what is perhaps the biggest cause of employee resistance to change
uncertainty
most experts agree that successful business process change is usually accompanied by a sense of _______
urgency
how does an organization become entropic over time
when it maintains the status quo, does not change in sync w its environment, and starts consuming its own resources to survive
