Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
I/O Psych Ch 14
Organization Development
| Question | Answer |
|---|---|
| fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future | acceptance stage |
| second stage of emotional reaction to downsizing, in which employees become angry at the organization | anger stage |
| leaders use available information to make a decision without consulting their subordinates | autocratic I strategy |
| leaders obtain necessary information from their subordinates and then make their own decision | autocratic II strategy |
| total number of potential work hours available each day | bandwidth |
| person who enjoys change and makes changes for the sake of it | change agent |
| person who is not afraid of change but makes changes only when there is a compelling reason to do so | change analyst |
| person who hates change and will do anything to keep change from occurring | change resister |
| 24-hour cycle of physiological functions maintained by every person | Circadian rhythm |
| work schedules in which 40 hours are worked in less than the traditional five-day workweek | compressed workweeks |
| leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group | consultative I strategy |
| leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group | consultative II strategy |
| hours in a flextime schedule during which every employee must work | core hours |
| first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur | denial stage |
| chart made for each employee that shows what level of input the employee has for each task | empowerment charts |
| third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially | fear stage |
| shift schedule in which employees never change the shifts they work | fixed shifts |
| part of a flextime schedule in which employees may choose which hours to work | flexible hours |
| flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance | flexitour |
| flextime schedule in which employees can choose their own hours without any advance notice or scheduling | gliding time |
| leaders share the problem with the group and let the group reach a decision or solution | group I strategy |
| work schedule in which two employees share one job by splitting the work hours | job sharing |
| flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance | modified flexitour |
| working more than one job | moonlighting |
| shared values, beliefs, and traditions that exist among individuals in an organization | organizational culture |
| process whereby new employees learn the behaviors and attitudes they need to be successful in an organization | organizational socialization |
| process of having certain organizational functions performed by an outside vendor rather than an employee in the organization | outsourcing |
| person who is willing to change | receptive changer |
| person who will initially resist change but will eventually go along with it | reluctant changer |
| procedures in which employees participate to become “one of the gang” | rituals |
| shift schedule in which employees periodically change the shifts that they work | rotating shifts |
| first step in organizational change, in which employees look for practices and policies that waste time & are counterproductive | sacred cow hunt |
| employees who retain their jobs following a downsizing | survivors |
| organizational behaviors or practices that convey messages to employees | symbols |
| working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other offsite media | telecommuting |
| employees hired through a temporary employment agency | temporary employee |
| temporary employees are also called | temps |
| employees who lose their jobs due to a layoff | victim |
| when organizations undergo change, the final stage employees go through is called | internalization |
| to create a good atmosphere for change, it is important for an organization to create __ with the current system | dissatisfaction |
| a manager who is about to make decision regarding work schedules, he has all the info he needs, & is well thought of by his employees; how should he make this decision? | make it himself |
| highest level of employee input & control; also called empowerment | absolute |
| universal about employees' desire for empowerment | all employees want it |
| method of avoiding downsizing is based on the premise that most economic recessions last less than a year | restricted overtime |
| emotional counseling, financial counseling, & career assessment are services that are needed by | layoff victims |
| according to research, employees who work 12-hour shifts are __ than those working 8-hour shifts | healthier |
| research indicates that less absenteeism, slight increases in productivity, & higher job satisfaction are ALL associated with | flexible working schedules |
| employee who works only the morning shift each day has a(n) | fixed shift schedule |
| process of improving organizational performance by making organization-wide, rather than individual, changes | organizational development |
| managing change, empowering employees, downsizing, & implementing innovative work schedules are __ of organizational development | aspects |
| sacred cow hunt is an organization-wide attempt to get rid of practices that | serve no useful purpose |
| paper, meeting & speed are types of | sacred cow hunts |
| usually forms & reports that cost organizations money to prepare, distribute, & read | paper cow |
| to determine if something is a(n) to determine if something is a(n) __ cow consider extent to which it increases efficiency, productivity, or quality | paper |
| good annual practice is to review all forms & reports to determine whether they are | still needed |
| if annual practice of reviewing all forms & reports determines they are still needed, then determining if they are still needed in | their current format |
| to reduce number & length of meetings, ask person calling meeting to | determine the cost of the meeting |
| to reduce number & length of meetings, consider whether the cost will exceed __ __ | potential benefits |
| when people are forced to consider benefits of most meetings against their cost, most meetings | will not be held |
| cause employees to work at a faster than optimal pace, resulting in decreased quality, increased stress, & increased health problems | unnecessary deadlines |
| in addition to sacred cow hunts, effective change can be encouraged by __ like a beginner | thinking |
| in addition to sacred cow hunts, effective change can be encouraged by not being __ with something that is working well | complacent |
| in addition to sacred cow hunts, effective change can be encouraged by not playing by everyone else's __; make your own | rules |
| in addition to sacred cow hunts, effective change can be encouraged by __ employees for making the attempt to change or to try something new | rewarding |
| employees are often initially __ to change | reluctant |
| employees may be reluctant towards change because they fear it will result in less favorable __ __ | working conditions |
| employees may be reluctant towards change because they fear it will result in less favorable __ outcomes | economic |
| feeling out of control & if they are losing their identity, meaning, & belonging | common for employees undergoing change |
| occur between 3-7 stages/phases, depending on whether focus of theory is the organization, change agent, or employee | theories about change process |
| difference between stage & phase is that stages are __ __ periods | distinct time |
| difference between stage & phase is that phases can __ with one another | overlap |
| organizations go through unfreezing, moving, & refreezing | Lewin theory of change process |
| organization must convince employees & other stakeholders that current state of affairs is unacceptable & that change is necessary | unfreezing stage |
| organization takes steps to move organization to desired state, through training, new work processes, etc. | moving stage |
| organization develops ways to keep new changes in place, such as formalizing new policy & regarding employees for behaving in manner consistent with new change | refreezing stage |
| Carnell suggests that employees typically go through denial, defense, discarding, adaptation, & internalization during | major organizational changes |
| during __ stage employees try to convince themselves that old way if working & create reasons why proposed changes will never work | denial |
| employees begin to believe that change will actually occur, they become defensive & try to justify their positions/ways of doing things | defense stage |
| during defense stage, there is the idea that if an organization is changing the way in which employees perform, there is __ __ that employees must have previously been doing things wrong | inherent criticism |
| employees begin to realize not only that organization is going to change but that employees are going to have to change as well | discarding stage |
| during discarding stage, change is inevitable, and it is in best interest of employees to discard __ __ & start to accept change as new reality | old ways |
| employees test new system, learn how it functions, & begin to make adjustments in way they perform | adaptation stage |
| during adaptation stage, employees spend __ __ at this stage & can often become frustrated & angry | tremendous energy |
| final stage, employees have become immersed in new culture, become comfortable with new system, & accepted their new coworkers 7 environment | internalization stage |
| is dependent on reason behind change, leader making change, & personality of person being changed are dependent on extent to which employees __ & __ change | accept; handle |
| evolutionary & revolutionary are organization changes distinguished by | Warner Burke |
| continual process of upgrading or improving processes; vast majority of change | evolutionary change |
| "real jolt to the system" that drastically changes way things are done | revolutionary change |
| developing new brand product line that requires vastly different skill set, completely changing organizational structure, or organizational misconduct that causes organization to completely change its ethical policies & behavior | examples of revolutionary change |
| change from Windows XP to Vista, change in supervisor whom one reports, or change in how to submit travel receipts for reimbursement | examples of evolutionary change |
| revolutionary change is __ __ than is evolutionary change | more difficult |
| employee __ of change is often a function of reason behind the change | acceptance |
| employees __ change that is due to financial problems, external mandates, or attempts to improve organization | understand |
| acceptance is lower when employees perceive change to be in __ __ | organizational philosophy |
| acceptance is lower when employees perceive change to be a(n) __ on the part of the person making the change | whim |
| acceptance is lower when employees perceive change to be because everyone else is __ | changing |
| employees are least likely to accept change if they do not understand or were not told __ __ the change | reason behind |
| factor affecting employee acceptance of change is __ making or suggesting change | person |
| workers are more positive about change when the source of change is | within the work group |
| changes proposed by leaders who are well liked & respected and who have history of success are __ __ to be accepted | more likely |
| for organizational change of any type to work, it is essential that employees __ __ as a whole as well as specific individuals making change | trust organization |
| there is __ __ in way in which people instigate/react to change | considerable variability |
| reasoned change is good, but change for the sake of change is __ | disruptive |
| a change __ motto might be "If it ain't broke, break it" | agent's |
| a change __ motto might be "If it ain't broke, leave it alone; if its broke fix it" | analyst's |
| change analyst's are different from change agent's because they are not driven by a need to __ __ | change constantly |
| __ changer's motto might be "If its broke I'll help fix it" | receptive |
| receptive changers typically have high __ | self-esteem |
| receptive changers typically have optimistic __ | personalities |
| receptive changers typically believe they have __ over their own lives | control |
| __ changers motto might be :Are you sure its broken?" | reluctant |
| change __ motto might be "It may be broken, but its still better than the unknown" | resisters |
| important factor is employee acceptance of change is the way | change is implemented |
| when organizations are planning change they intend the change process to be __ in that they begin with Phase 1, move to Phase 2, and so on until change is completed | linear |
| typically there is a(n) __ __ for each phase of a change process | initial timeline |
| change process __ goes as planned | seldom |
| during change process __ will occur resulting in need to make revisions to change process | setbacks |
| according to Denton, 1st steps in organizational change is to | create proper atmosphere |
| in creating an atmosphere for change, employees should be __ to determine how satisfied they are with the current system | surveyed |
| if things go as normal, results of employee survey will indicate many employees are unhappy with way things are currently done & have suggestions for improvement during the process of | creating an atmosphere for change |
| during creating an atmosphere for change, sharing the survey results with employees, organization can protect itself from employees reacting to change by | remembering "good old days" |
| after creating dissatisfaction with the status quo, Denton advised organizations to work hard to __ __ of change by providing emotional support | reduce fear |
| after creating dissatisfaction with the status quo, Denton advised organizations to reduce the fear of change by allowing employees to vent & discuss their __ | feelings |
| after creating dissatisfaction with the status quo, Denton advised organizations to reduce the fear of change by providing employees with __ __ that allows them to make mistakes during transition period | safety net |
| fear of change can be reduced by having someone in organization __ benefits of change | describe |
| employees are most responsive to change when they are | kept well informed |
| unless their is need for secrecy, employees should be aware of and involved in __ __ of change | all aspects |
| if employees are kept in the dark until the very end about a change, they usually suspect that | something bad is happening |
| most successful organization changes occur in a(n) __ __ | timely fashion |
| the longer it takes to change, the greater the opportunity for | things to wrong |
| the longer it takes to change, the greater chance that employees will become | disillusioned |
| many consultants advise that organization should not remain in __ __ for longer than 2 years | change mode |
| organizational culture is often referred to as __ culture or corporate __ | corporate; climate |
| establishes workplace norms of appropriate behavior & defines roles & expectations that employees & management have of each other | organizational/corporate culture |
| in organizations each department or office can be a(n) __ with norms of behavior that may be different from those of overall organization | subculture |
| culture & norms are also result from __ or __ the behaviors of others | observing; modeling |
| organizational culture has traditionally been ignored during restructuring & other changes because there is __ __ that culture can't be changed | general belief |
| organizational culture has traditionally been ignored during restructuring & other changes because many organizations do not __ __ to change their cultures | know how |
| important that organization know how to __ __ in its change process | include culture |
| change process includes holding on to __ __ of present culture & adding __ __ that are important | successful elements; new elements |
| assessing desired culture & comparing it with existing one to determines what needs to change | 1st step in changing culture |
| creating dissatisfaction with current to create support for new one & maintaining new one | 2 additional step in changing culture |
| involves great deal of discussion & analysis; including needs assessment, determining executive direction, implementation considerations, training, & evaluation of new culture | assessment of new culture |
| because parts of existing culture may actually support certain organizational changes, current culture must be analyzed & compared with desired culture to determine | what might need to change |
| areas such as role expectations, job descriptions identifying new decision-making responsibilities, accountability, rewards, & employee selection systems must be | reviewed |
| usually collected through observations, review of existing documentation, & employee interviews/surveys consisting of questions that ask for potential recommendation of changes | data for needs analysis of culture |
| in order to determine executive direction, management must analyze the needs assessment to determine decisions or actions that will | reinforce culture |
| in order to determine executive direction, management must analyze the needs assessment to assess __ of certain changes | feasibility |
| according to research, it takes __ __ of top management to implement empowering philosophy | wholehearted support |
| addressing possible obstacle to culture change during transformation process can usually | minimize unintended consequences |
| addresses how new culture will be implemented | implementation considerations |
| if organization's desired culture includes encouragement of more input by employees, they should be allowed to __ in implementing empowering organization in order to support new culture | participate |
| all organizational members must be __ in a new philosophy for new culture to thrive & be long-lasting | trained |
| training have often been __ __ in organizations that have declared that their members are now empowered to share in decisions | biggest barrier |
| management and employees have __ __ of what empowerment culture means | different interpretations |
| management and employees have different interpretations of how to __ __ empowerment culture | carry out |
| training can reduce __ & confusion | ambiguity |
| must be established to review new culture | evaluation mechanism |
| once the __ __ has been determined, the next step is implementing it by creating dissatisfaction with existing culture | ideal culture |
| for employees to accept a new culture | existing culture & status quo must be upset |
| a successful __ __ requires commitment from all levels of the organization | cultural transformation |
| once the process of transformation has started, it is important that it | be maintained |
| if new culture is expected to last, developing new __ __ & __ __ should occur | reward systems; selection methods |
| rewarding current employees for successfully __ & __ with new system is imperative | participating; cooperating |
| future employees should be selected on basis of how well they __ new culture | optimize |
| as current employees are replaced by new ones, the new culture can become __ into desired system selected by leadership | frozen |
| socialization process of new employees must __ the new culture | reinforce |
| organizational socialization helps any newcomer to organization define their __ and what is expected of their position | role |
| include such things as hearing same stories repeated by several different employees | informal strategies of socialization |
| according to informal strategies of socialization, if new employees constantly hears __ __ eventually they will believe that organization is incompetent, mistreats its employees or is unethical | negative stories |
| rituals are __ way to influence socialization process | formal |
| symbols are formal way to __ socialization process | influence |
| can range from asking employees for their opinions to giving them complete decision-making control | empowering employees |
| empowering employees is also referred to as ways to increase levels of | employee input |
| employees need to be involved in decisions in circumstances in which __ of the decision is important | quality |
| employees need to be involved in decisions in circumstances in which decision __ employees | affects |
| employees need to be involved in decisions in circumstances in which employees don't __ supervisor | trust |
| 1st factor to be considered in making decision is whether one decision will be | better than another |
| 2nd factor in decision making involves extent to which leaders have __ __ to make decision alone | sufficient information |
| if leaders do not have sufficient information to make a decision alone, then __ with other is desired only if leaders wants subordinates to feel involved | consultation |
| if leaders lack sufficient knowledge to make a decision | consultation is essential |
| 3rd factor in decision making is extent to which leader knows __ information is needed & __ to get it | what; how |
| knowing what information is needed & how to obtain it is | problem's structure |
| 4th decision-making factor involves degree to which it is important that decision | be accepted by others |
| 5th decision-making factor is __ acceptance | subordinate |
| leaders often ask subordinates for opinions even though they already know what they will decide, because they are attempting to __ __ of others by eliciting opinions & comments | gain support |
| 6th factor in decision-making process in extent to which subordinates are __ to achieve organizational goals & thus can be trusted to make decisions | motivated |
| final factor in decision-making process involves amount of __ that likely among subordinates when various solution to problem are considered | conflict |
| answering the questions in the Vroom-Yetton Model will lead to one of __ possible decision-making strategies | five |
| Autocratic I is an effective strategy when leader has __ information | necessary |
| Autocratic I is an effective strategy when __ __ __ is not important or likely to occur regardless of decision | acceptance by group |
| Consultative I is useful in situations in which it is __ for group to accept decision but in which group members may not agree regarding best decision | important |
| main difference between Consultative I & II strategies is that with II | entire group involved |
| Consultative II is used when acceptance of decision by __ is important | group |
| Consultative II is used when individual group members are likely to __ with on another about the best solution | agree |
| the role of leader in Group I strategy is merely to __ in decision-making process | assist |
| Group I is effective when group acceptance of decision is important & when group can be __ to arrive at decision that is consistent with org goals | trusted |
| research on Vroom-Yetton Model found that managers who used decision-making strategy recommended by model made __ decisions | better-quality |
| when employers talk about empowering employees they most often want to give employees __ __ in day-to-day activities | more say |
| levels of input might be a better choice of term than empowerment because employees often | apply different meaning to word than intend by employers |
| at __ level, employees are given instructions about what to do, when to do it, & how it should be done | following |
| employees at following level employees have no __ __ over their jobs | real control |
| employees at following level can be those who are | new or inexperienced to work being performed |
| employees at following level can be those with weak __ skills | decision-making |
| at ownership of own product level, employees are still told what to do but are __ __ for quality of their output | solely responsible |
| ownership of own product level removes | redundant systems |
| every person's work is checked by another person | redundant human system |
| logic behind redundant systems is that with more than one person checking quality, there is less chance of __ __ reaching consumer | poor-quality product |
| most relevant drawback of redundant systems is that satisfaction, motivation, & performance are often __ when others check our work | lessened |
| making employees responsible for their own output motivates then to | check their work more carefully |
| making employees responsible for their own output provides them with a sense of __ in their product | ownership |
| making employees responsible for their own output provides a greater sense of __ & __ | autonomy; independence |
| employees are asked to provide feedback, suggestions, & input into a variety of organizational concerns | advisory level |
| key at advisory level is that there is __ __ that organization will follow advice given by employees | no guarantee |
| key at advisory level is that the __ __ is that organization will seriously consider employee advice | only guarantee |
| idea behind advisory level is that employees often have the __ __ about their jobs so their input makes good business sense | best knowledge |
| though employees often have knowledge to make a decision, they are placed at advisory level because they may not have the motivation to make the __ __ | best decision |
| allows employee to make a decision; however, it is made at a group level | shared/participative/team |
| in shared/participative/team level in __ __ is the team's decision not implements | rare circumstances |
| shared/participative/team employees must not only be well trained in decision making, but also be willing to | take on responsibility of making decisions |
| give employee final authority to make decision on their own, no group consensus, no supervisory approval | absolute |
| many employees are leery about being given __ __ because of the unintended possible ramifications of a decision | absolute power |
| rather than punishing employees on absolute level who make a bad decision, it is better to discuss what would have been a better decision and explain why | employee's decision was improper |
| organization never have just __ __ of employee input & control that applies to every employee | one level |
| levels of employee input & control will differ by __ & __ | employee; task |
| individual employee empowerment charts are a way to | reduce confusion |
| new employees are likely to placed at following level until they __ __ in performing the task | demonstrate mastery |
| individual employee empowerment charts provide __ __ for providing employees with more autonomy as their skills & experience increase | systematic plan |
| research indicates that increased empowerment typically results in __ __ __ for employees in US, Mexico, & Poland not for India | increased job satisfaction |
| with empowerment comes risk of making __ __ & thus possible reprimand/firing | bad decisions |
| when organizations restructure the result is often | decrease in size of their workforce |
| 81% of downsizing organizations were __ the year prior to downsizing | profitable |
| outsourcing is a strategy used by more than __ of organizations | 80% |
| employee assistance/wellness programs, benefits & payroll administration, training, data processing, housekeeping, & landscaping | commonly outsourced functions |
| as an alternative to downsizing/layoffs organizations will __ hiring of new permanent employees | freeze |
| as an alternative to downsizing/layoffs organizations will encourage employees to __ __ & then help them learn skills need to make it | change careers |
| as an alternative to downsizing/layoffs organizations will offer early __ __ | retirement packages |
| drawback to early retirements packages is that only 10-20% of __ __ agree to take it | eligible employees |
| as an alternative to downsizing/layoffs organizations ask employees to | take pay cuts or defer salary increases |
| most economic recessions last | less than a year |
| to get employees to agree to a pay cut organizations will offer __ __ that is worth more than the pay cut | company stock |
| as an alternative to downsizing/layoffs organizations can ask employees to __ work scheduled | adjust |
| restricting overtime, implementing job sharing, encouraging employees to work at home, implementing payless holidays/shortened workweek, & reducing employees' pay are ways many organization attempt o | avoid layoffs |
| employees can reduce effect of downsizing by __ their organization's economic health | monitoring |
| use of any workforce reduction strategies, rumors of corporate acquisitions/mergers, loss of major contract, & increases in number of "secret" managerial meetings are all | signs of possible economic trouble in an organization |
| employees should __ __ of their personal standing at work to help determine their vulnerability to being laid off | take stock |
| might include seniority, performance, salary level, & organizational need | criteria to choose employees for lay offs |
| committee deciding which employees will leave should be diverse in terms of race, sex, & age in order to | reduce chances of legal problems |
| layoff committee's decisions should be analyzed to determine potential __ __ against protected classes | adverse impact |
| layoff committee's decisions should be analyzed to determine __ __ against older workers | intentional discrimination |
| are best done in person & employees need to receive concrete information | announcement of layoffs |
| when answers to __ __ are not available at announcement of layoffs, employees become anxious, angry, & resentful, causing rumors | employees' questions |
| programs typically include emotional counseling, financial counseling, career assessment/guidance, & job search training | outplacement programs |
| after receiving word of being laid off employees go through four stages that are similar to | stages of change |
| during denial stage they will not participate in efforts to __ __ because they don't see a need to participate in something that is not going to happen | help them |
| during anger stage, it is important that employees be given a(n) __ __ through which to vent their anger & frustration | appropriate avenue |
| during fear stage, emotional counseling moves from listening stage to one that is more | empathic and soothing |
| it is at acceptance stage that employees are ready for | specific offers of assistance |
| should include issues of severance pay, unemployment insurance, medical insurance, & any special programs that might be available to help | financial counseling process |
| financial needs, time constraints, & geographic constraints should be considered in discussing | potential careers |
| major issue that arises during career assessment & guidance process is the ability of layoff victim to | obtain new training |
| increases in headaches, stomach upsets, sleeping problems, cholesterol levels, physical illness, hospitalization rates, heart trouble, hypertension, ulcers, vision problems, & shortness of breath are reported by | victims of downsizing |
| research indicates that survivors suffer __ __ | psychological trauma |
| research indicates that survivors' __ __ is related to way in which they and their not-so-fortunate counterparts are treated during downsizing process | future productivity |
| research indicates that survivors of downsizing __ __ of taking risks, and are more apprehensive & narrow-minded | become afraid |
| research indicates that survivors of downsizing __ __ stressed, anxious, secretive, skeptical, cynical, & distrustful | are more |
| research indicates that survivors of downsizing have __ role conflict & ambiguity | greater |
| research indicates that survivors of downsizing __ __ in themselves & management | lose confidence |
| research indicates that survivors of downsizing have __ __ of morale & job satisfaction | lower levels |
| research indicates that survivors of downsizing feel a lose of | control |
| survivors of downsizing will be more productive & feel more secure if they __ __ to participate in decisions & make suggestions, given moderate level of security, supported by supervisors & org if layoff victims are treated well | are allowed |
| it is important that the organization __ __ about layoff victims | talk positively |
| it is important that the organization keep an open __ __ policy with survivors | two-way communication |
| it is important that the organization communicate __ __ to survivors | company vision |
| to reduce __ __ on survivors, organizations must ensure that procedure used to determine layoffs is fair & clearly communicated to both victims & survivors | negative effects |
| certain employees are encouraged to work only part time but are paid a higher hourly rate for those hours | peak-time pay |
Created by:
lfrancois
Popular Psychology sets