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Chapter 10

PoM - 10

TermDefinition
abundance-based change Leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work.
anchor To infuse a new practice, a new value, or a new activity into the culture of an organization, making it a new norm.
appreciative conversations Intense, positively framed discussions that help people develop common ground as they work together to cocreate a positive vision of an ideal future for their organization.
appreciative inquiry model A model specifically designed as an abundance-based, bottom-up, positive approach.
boundary conditions Define the degree of discretion that is available to employees for self-directed action.
bureaucratic model Max Weber’s model that states that organizations will find efficiencies when they divide the duties of labor, allow people to specialize, and create structure for coordinating their differentiated efforts within a hierarchy of responsibility.
centralization The concentration of control of an activity or organization under a single authority.
change agents People in the organization who view themselves as agents who have discretion to act.
change management The process of designing and implementing change.
command-and-control The way in which people report to one another or connect to coordinate their efforts in accomplishing the work of the organization.
Complex Adaptive Systems (CAS) A model that views organizations as constantly developing and adapting to their environment, much like a living organism.
conventional mindset Leaders assume that most people are inclined to resist change and therefore need to be managed in a way that encourages them to accept change.
culture change Involves reshaping and reimagining the core identity of the organization.
deficit-based change Leaders assume that employees will change if they know they will otherwise face negative consequences.
differentiation The process of organizing employees into groups that focus on specific functions in the organization.
disturbances Can cause tension among employees, but can also be positive and a catalyst for change.
emergent or bottom-up approach Organizations exist as socially constructed systems in which people are constantly making sense of and enacting an organizational reality as they interact with others in a system.
entrepreneurship The process of designing, launching, and running a new business.
flat organization A horizontal organizational structure in which many individuals across the whole system are empowered to make organizational decisions.
formal organization A fixed set of rules of organizational procedures and structures.
formalization The process of making a status formal for the practice of formal acceptance.
geographic structures Occur when organizations are set up to deliver a range of products within a geographic area or region.
group-level change Centers on the relationships between people and focuses on helping people work more effectively together.
habitual To be able to measurably repeat something such as a new practice, value, or an activity without thinking about it.
horizontal organizational structure Flat organizational structure in which many individuals across the whole system are empowered to make organizational decisions.
incremental change Small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization.
individual-level change Focuses on how to help employees improve some active aspect of their performance or the knowledge they need to continue to contribute to the organization in an effective manner.
informal organization The connecting social structure in organizations that denotes the evolving network of interactions among its employees, unrelated to the firm's formal authority structure.
infuse To seamlessly spread one element into a second element such as integrating a new practice, a new value, or a new activity into the corporate culture.
institutionalize To establish something such as a new practice, a new value, or a new activity throughout the organization, making it a new norm.
intentionality The degree to which the change is intentionally designed or purposefully implemented.
Kotter’s change model An overall framework for designing a long-term change process.
level of organization The breadth of the systems that need to be changed within an organization.
Lewin’s change model Explains a very basic process that accompanies most organizational changes.
operationalize To integrate and put into use something such as a new practice, value, or activity into the day-to-day business operations.
Created by: dwessler
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