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UVI MGT301 CH6

Robbins & Coulter 11ed- CH6- Managing Change & Innovation

TermDefinition
organizational change any alteration of people, structure, or technology in an organization
change agent someone who acts as a catalyst and assumes the responsibility for managing the change process
organizational development (od) change methods that focus on people and the nature and quality of interpersonal work relationships
stress the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities
stressors factors that cause stress
role conflicts work expectations that are hard to satisfy
role overload having more work to accomplish than time permits
role ambiguity when role expectations are not clearly understood
type A personality people who have a chronic sense of urgency and an excessive competitive drive
type B personality people who relaxed and easy going and accept change easily
creativity the ability to combine ideas in a unique way or to make unusual associations between ideas
innovation taking creative ideas and turning them into useful products or work methods
idea champion individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemennted
calm waters metaphor change is an occasional disruption in the normal flow of events and can be planned and managed as it happens
white-water rapids metaphor change is ongoing and managing it is a continual process
lewin's 3-step model change can be managed by unfreezing the status quo (old behaviors), changing to a new state, and refreezing the new behaviors
changing structure involves any changes in structural components or structural design
changing technology involves introducing new equipment, tools, or methods; automation, or computerization
changing people involves changing attitudes, expectations, perceptions, and behaviors
3 types of organizational change structural, technology, and people
reasons people resist change uncertainty habit concern over personal loss belief that the change is not in the organization's best interest
techniques for reducing resistance to change education and communication participation facilitation and support negotiation manipulation and co-optation coercion
ways to facilitate change manager's can do so by being positive role models creating new stories, symbols, and rituals selecting, promoting, and supporting employees who adopt the new values redesigning socialization processes changing the reward system clearly specifying expectations shaking up current subcultures getting employees to participate in change
reducing job-related stress making sure an employee's abilities match the job requirements improve organizational communications use a performance planning program redesign jobs
reducing personal stress factors offer employee counseling, time management programs, and wellness programs
important structural variables organic-type structure abundant resources frequent communication between organizational units minimal time pressure support
important cultural variables accepting ambiguity tolerating the impractical keeping external controls minimal tolerating risk tolerating conflict focusing on ends not means using an open-system focus, providing positive feedback being and empowering leader
important human resource variables high commitment to training and development high job security encouraging individuals to be idea champions
popular OD techniques sensitivity training team building intergroup development process consultation survey feedback
Created by: mahepath
Popular Management sets

 



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