Organization Development
Quiz yourself by thinking what should be in
each of the black spaces below before clicking
on it to display the answer.
Help!
|
|
||||
|---|---|---|---|---|---|
| show | acceptance stage
🗑
|
||||
| show | anger stage
🗑
|
||||
| leaders use available information to make a decision without consulting their subordinates | show 🗑
|
||||
| leaders obtain necessary information from their subordinates and then make their own decision | show 🗑
|
||||
| show | bandwidth
🗑
|
||||
| person who enjoys change and makes changes for the sake of it | show 🗑
|
||||
| person who is not afraid of change but makes changes only when there is a compelling reason to do so | show 🗑
|
||||
| show | change resister
🗑
|
||||
| show | Circadian rhythm
🗑
|
||||
| work schedules in which 40 hours are worked in less than the traditional five-day workweek | show 🗑
|
||||
| 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 | show 🗑
|
||||
| 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 | show 🗑
|
||||
| hours in a flextime schedule during which every employee must work | show 🗑
|
||||
| first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur | show 🗑
|
||||
| show | empowerment charts
🗑
|
||||
| third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially | show 🗑
|
||||
| show | fixed shifts
🗑
|
||||
| part of a flextime schedule in which employees may choose which hours to work | show 🗑
|
||||
| show | flexitour
🗑
|
||||
| show | gliding time
🗑
|
||||
| leaders share the problem with the group and let the group reach a decision or solution | show 🗑
|
||||
| show | job sharing
🗑
|
||||
| flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance | show 🗑
|
||||
| working more than one job | show 🗑
|
||||
| shared values, beliefs, and traditions that exist among individuals in an organization | show 🗑
|
||||
| show | organizational socialization
🗑
|
||||
| show | outsourcing
🗑
|
||||
| person who is willing to change | show 🗑
|
||||
| show | reluctant changer
🗑
|
||||
| show | rituals
🗑
|
||||
| show | rotating shifts
🗑
|
||||
| show | sacred cow hunt
🗑
|
||||
| employees who retain their jobs following a downsizing | show 🗑
|
||||
| organizational behaviors or practices that convey messages to employees | show 🗑
|
||||
| working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other offsite media | show 🗑
|
||||
| employees hired through a temporary employment agency | show 🗑
|
||||
| show | temps
🗑
|
||||
| employees who lose their jobs due to a layoff | show 🗑
|
||||
| show | internalization
🗑
|
||||
| to create a good atmosphere for change, it is important for an organization to create __ with the current system | show 🗑
|
||||
| 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? | show 🗑
|
||||
| show | absolute
🗑
|
||||
| universal about employees' desire for empowerment | show 🗑
|
||||
| show | restricted overtime
🗑
|
||||
| show | layoff victims
🗑
|
||||
| show | healthier
🗑
|
||||
| show | flexible working schedules
🗑
|
||||
| employee who works only the morning shift each day has a(n) | show 🗑
|
||||
| show | organizational development
🗑
|
||||
| managing change, empowering employees, downsizing, & implementing innovative work schedules are __ of organizational development | show 🗑
|
||||
| sacred cow hunt is an organization-wide attempt to get rid of practices that | show 🗑
|
||||
| show | sacred cow hunts
🗑
|
||||
| show | 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 | show 🗑
|
||||
| good annual practice is to review all forms & reports to determine whether they are | show 🗑
|
||||
| if annual practice of reviewing all forms & reports determines they are still needed, then determining if they are still needed in | show 🗑
|
||||
| show | determine the cost of the meeting
🗑
|
||||
| to reduce number & length of meetings, consider whether the cost will exceed __ __ | show 🗑
|
||||
| when people are forced to consider benefits of most meetings against their cost, most meetings | show 🗑
|
||||
| cause employees to work at a faster than optimal pace, resulting in decreased quality, increased stress, & increased health problems | show 🗑
|
||||
| in addition to sacred cow hunts, effective change can be encouraged by __ like a beginner | show 🗑
|
||||
| show | complacent
🗑
|
||||
| in addition to sacred cow hunts, effective change can be encouraged by not playing by everyone else's __; make your own | show 🗑
|
||||
| show | rewarding
🗑
|
||||
| show | reluctant
🗑
|
||||
| employees may be reluctant towards change because they fear it will result in less favorable __ __ | show 🗑
|
||||
| employees may be reluctant towards change because they fear it will result in less favorable __ outcomes | show 🗑
|
||||
| feeling out of control & if they are losing their identity, meaning, & belonging | show 🗑
|
||||
| show | theories about change process
🗑
|
||||
| show | distinct time
🗑
|
||||
| difference between stage & phase is that phases can __ with one another | show 🗑
|
||||
| show | Lewin theory of change process
🗑
|
||||
| show | unfreezing stage
🗑
|
||||
| organization takes steps to move organization to desired state, through training, new work processes, etc. | show 🗑
|
||||
| show | refreezing stage
🗑
|
||||
| Carnell suggests that employees typically go through denial, defense, discarding, adaptation, & internalization during | show 🗑
|
||||
| show | denial
🗑
|
||||
| employees begin to believe that change will actually occur, they become defensive & try to justify their positions/ways of doing things | show 🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | old ways
🗑
|
||||
| show | adaptation stage
🗑
|
||||
| show | tremendous energy
🗑
|
||||
| final stage, employees have become immersed in new culture, become comfortable with new system, & accepted their new coworkers 7 environment | show 🗑
|
||||
| show | accept; handle
🗑
|
||||
| show | Warner Burke
🗑
|
||||
| continual process of upgrading or improving processes; vast majority of change | show 🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | examples of evolutionary change
🗑
|
||||
| show | more difficult
🗑
|
||||
| employee __ of change is often a function of reason behind the change | show 🗑
|
||||
| employees __ change that is due to financial problems, external mandates, or attempts to improve organization | show 🗑
|
||||
| show | organizational philosophy
🗑
|
||||
| acceptance is lower when employees perceive change to be a(n) __ on the part of the person making the change | show 🗑
|
||||
| acceptance is lower when employees perceive change to be because everyone else is __ | show 🗑
|
||||
| employees are least likely to accept change if they do not understand or were not told __ __ the change | show 🗑
|
||||
| factor affecting employee acceptance of change is __ making or suggesting change | show 🗑
|
||||
| workers are more positive about change when the source of change is | show 🗑
|
||||
| show | more likely
🗑
|
||||
| show | trust organization
🗑
|
||||
| show | considerable variability
🗑
|
||||
| show | disruptive
🗑
|
||||
| a change __ motto might be "If it ain't broke, break it" | show 🗑
|
||||
| show | analyst's
🗑
|
||||
| show | change constantly
🗑
|
||||
| show | receptive
🗑
|
||||
| show | self-esteem
🗑
|
||||
| receptive changers typically have optimistic __ | show 🗑
|
||||
| receptive changers typically believe they have __ over their own lives | show 🗑
|
||||
| __ changers motto might be :Are you sure its broken?" | show 🗑
|
||||
| change __ motto might be "It may be broken, but its still better than the unknown" | show 🗑
|
||||
| important factor is employee acceptance of change is the way | show 🗑
|
||||
| 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 | show 🗑
|
||||
| typically there is a(n) __ __ for each phase of a change process | show 🗑
|
||||
| change process __ goes as planned | show 🗑
|
||||
| show | setbacks
🗑
|
||||
| according to Denton, 1st steps in organizational change is to | show 🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | remembering "good old days"
🗑
|
||||
| show | reduce fear
🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | describe
🗑
|
||||
| employees are most responsive to change when they are | show 🗑
|
||||
| show | all aspects
🗑
|
||||
| show | something bad is happening
🗑
|
||||
| most successful organization changes occur in a(n) __ __ | show 🗑
|
||||
| show | things to wrong
🗑
|
||||
| show | disillusioned
🗑
|
||||
| show | change mode
🗑
|
||||
| show | corporate; climate
🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | observing; modeling
🗑
|
||||
| organizational culture has traditionally been ignored during restructuring & other changes because there is __ __ that culture can't be changed | show 🗑
|
||||
| organizational culture has traditionally been ignored during restructuring & other changes because many organizations do not __ __ to change their cultures | show 🗑
|
||||
| show | include culture
🗑
|
||||
| change process includes holding on to __ __ of present culture & adding __ __ that are important | show 🗑
|
||||
| assessing desired culture & comparing it with existing one to determines what needs to change | show 🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | what might need to change
🗑
|
||||
| show | reviewed
🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | feasibility
🗑
|
||||
| show | wholehearted support
🗑
|
||||
| show | minimize unintended consequences
🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | trained
🗑
|
||||
| training have often been __ __ in organizations that have declared that their members are now empowered to share in decisions | show 🗑
|
||||
| management and employees have __ __ of what empowerment culture means | show 🗑
|
||||
| management and employees have different interpretations of how to __ __ empowerment culture | show 🗑
|
||||
| show | ambiguity
🗑
|
||||
| show | evaluation mechanism
🗑
|
||||
| once the __ __ has been determined, the next step is implementing it by creating dissatisfaction with existing culture | show 🗑
|
||||
| for employees to accept a new culture | show 🗑
|
||||
| a successful __ __ requires commitment from all levels of the organization | show 🗑
|
||||
| once the process of transformation has started, it is important that it | show 🗑
|
||||
| if new culture is expected to last, developing new __ __ & __ __ should occur | show 🗑
|
||||
| rewarding current employees for successfully __ & __ with new system is imperative | show 🗑
|
||||
| show | optimize
🗑
|
||||
| show | frozen
🗑
|
||||
| socialization process of new employees must __ the new culture | show 🗑
|
||||
| show | role
🗑
|
||||
| include such things as hearing same stories repeated by several different employees | show 🗑
|
||||
| show | negative stories
🗑
|
||||
| show | formal
🗑
|
||||
| show | influence
🗑
|
||||
| can range from asking employees for their opinions to giving them complete decision-making control | show 🗑
|
||||
| empowering employees is also referred to as ways to increase levels of | show 🗑
|
||||
| employees need to be involved in decisions in circumstances in which __ of the decision is important | show 🗑
|
||||
| show | affects
🗑
|
||||
| show | trust
🗑
|
||||
| show | better than another
🗑
|
||||
| 2nd factor in decision making involves extent to which leaders have __ __ to make decision alone | show 🗑
|
||||
| show | consultation
🗑
|
||||
| if leaders lack sufficient knowledge to make a decision | show 🗑
|
||||
| 3rd factor in decision making is extent to which leader knows __ information is needed & __ to get it | show 🗑
|
||||
| knowing what information is needed & how to obtain it is | show 🗑
|
||||
| show | be accepted by others
🗑
|
||||
| show | subordinate
🗑
|
||||
| show | gain support
🗑
|
||||
| show | motivated
🗑
|
||||
| show | conflict
🗑
|
||||
| show | five
🗑
|
||||
| Autocratic I is an effective strategy when leader has __ information | show 🗑
|
||||
| Autocratic I is an effective strategy when __ __ __ is not important or likely to occur regardless of decision | show 🗑
|
||||
| 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 | show 🗑
|
||||
| show | entire group involved
🗑
|
||||
| Consultative II is used when acceptance of decision by __ is important | show 🗑
|
||||
| Consultative II is used when individual group members are likely to __ with on another about the best solution | show 🗑
|
||||
| show | assist
🗑
|
||||
| show | trusted
🗑
|
||||
| show | better-quality
🗑
|
||||
| when employers talk about empowering employees they most often want to give employees __ __ in day-to-day activities | show 🗑
|
||||
| levels of input might be a better choice of term than empowerment because employees often | show 🗑
|
||||
| at __ level, employees are given instructions about what to do, when to do it, & how it should be done | show 🗑
|
||||
| employees at following level employees have no __ __ over their jobs | show 🗑
|
||||
| employees at following level can be those who are | show 🗑
|
||||
| show | decision-making
🗑
|
||||
| at ownership of own product level, employees are still told what to do but are __ __ for quality of their output | show 🗑
|
||||
| ownership of own product level removes | show 🗑
|
||||
| show | redundant human system
🗑
|
||||
| logic behind redundant systems is that with more than one person checking quality, there is less chance of __ __ reaching consumer | show 🗑
|
||||
| most relevant drawback of redundant systems is that satisfaction, motivation, & performance are often __ when others check our work | show 🗑
|
||||
| show | check their work more carefully
🗑
|
||||
| show | ownership
🗑
|
||||
| show | autonomy; independence
🗑
|
||||
| employees are asked to provide feedback, suggestions, & input into a variety of organizational concerns | show 🗑
|
||||
| show | no guarantee
🗑
|
||||
| key at advisory level is that the __ __ is that organization will seriously consider employee advice | show 🗑
|
||||
| idea behind advisory level is that employees often have the __ __ about their jobs so their input makes good business sense | show 🗑
|
||||
| show | best decision
🗑
|
||||
| allows employee to make a decision; however, it is made at a group level | show 🗑
|
||||
| in shared/participative/team level in __ __ is the team's decision not implements | show 🗑
|
||||
| show | take on responsibility of making decisions
🗑
|
||||
| give employee final authority to make decision on their own, no group consensus, no supervisory approval | show 🗑
|
||||
| many employees are leery about being given __ __ because of the unintended possible ramifications of a decision | show 🗑
|
||||
| show | employee's decision was improper
🗑
|
||||
| show | one level
🗑
|
||||
| levels of employee input & control will differ by __ & __ | show 🗑
|
||||
| show | reduce confusion
🗑
|
||||
| new employees are likely to placed at following level until they __ __ in performing the task | show 🗑
|
||||
| individual employee empowerment charts provide __ __ for providing employees with more autonomy as their skills & experience increase | show 🗑
|
||||
| research indicates that increased empowerment typically results in __ __ __ for employees in US, Mexico, & Poland not for India | show 🗑
|
||||
| show | bad decisions
🗑
|
||||
| show | decrease in size of their workforce
🗑
|
||||
| 81% of downsizing organizations were __ the year prior to downsizing | show 🗑
|
||||
| show | 80%
🗑
|
||||
| employee assistance/wellness programs, benefits & payroll administration, training, data processing, housekeeping, & landscaping | show 🗑
|
||||
| as an alternative to downsizing/layoffs organizations will __ hiring of new permanent employees | show 🗑
|
||||
| show | change careers
🗑
|
||||
| show | retirement packages
🗑
|
||||
| show | eligible employees
🗑
|
||||
| as an alternative to downsizing/layoffs organizations ask employees to | show 🗑
|
||||
| most economic recessions last | show 🗑
|
||||
| to get employees to agree to a pay cut organizations will offer __ __ that is worth more than the pay cut | show 🗑
|
||||
| as an alternative to downsizing/layoffs organizations can ask employees to __ work scheduled | show 🗑
|
||||
| show | avoid layoffs
🗑
|
||||
| show | 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 | show 🗑
|
||||
| show | take stock
🗑
|
||||
| show | criteria to choose employees for lay offs
🗑
|
||||
| show | reduce chances of legal problems
🗑
|
||||
| layoff committee's decisions should be analyzed to determine potential __ __ against protected classes | show 🗑
|
||||
| layoff committee's decisions should be analyzed to determine __ __ against older workers | show 🗑
|
||||
| are best done in person & employees need to receive concrete information | show 🗑
|
||||
| show | employees' questions
🗑
|
||||
| programs typically include emotional counseling, financial counseling, career assessment/guidance, & job search training | show 🗑
|
||||
| show | 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 | show 🗑
|
||||
| during anger stage, it is important that employees be given a(n) __ __ through which to vent their anger & frustration | show 🗑
|
||||
| during fear stage, emotional counseling moves from listening stage to one that is more | show 🗑
|
||||
| show | specific offers of assistance
🗑
|
||||
| should include issues of severance pay, unemployment insurance, medical insurance, & any special programs that might be available to help | show 🗑
|
||||
| show | potential careers
🗑
|
||||
| show | obtain new training
🗑
|
||||
| show | victims of downsizing
🗑
|
||||
| research indicates that survivors suffer __ __ | show 🗑
|
||||
| show | future productivity
🗑
|
||||
| research indicates that survivors of downsizing __ __ of taking risks, and are more apprehensive & narrow-minded | show 🗑
|
||||
| show | are more
🗑
|
||||
| show | greater
🗑
|
||||
| show | lose confidence
🗑
|
||||
| research indicates that survivors of downsizing have __ __ of morale & job satisfaction | show 🗑
|
||||
| show | control
🗑
|
||||
| show | are allowed
🗑
|
||||
| it is important that the organization __ __ about layoff victims | show 🗑
|
||||
| it is important that the organization keep an open __ __ policy with survivors | show 🗑
|
||||
| it is important that the organization communicate __ __ to survivors | show 🗑
|
||||
| to reduce __ __ on survivors, organizations must ensure that procedure used to determine layoffs is fair & clearly communicated to both victims & survivors | show 🗑
|
||||
| show | peak-time pay
🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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
Created by:
lfrancois
Popular Psychology sets