I/O Psych Ch 14 Word Scramble
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| 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 |
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