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Changing Orgs.
Management Exam #2
| Term | Definition |
|---|---|
| Technology Cycles | begins w/ the birth of a new technology + ends when that technology reaches its limits and is replaced by a newer substantially better technology |
| Experiential Innovation | planned through deliberate creation of creative work environments + testing; creative work environment needs to be nurtured Characteristics; uncertainty, flexibility, use old tech in a new way (discontinuous) |
| Compression Innovation | managed through traditional planning + control processes Characteristics ; stable environments, series of steps, improve on existing design --> reduce time to produce and bring small improvements (incremental) |
| Components of Creative Work Environments | Needs... Three Types of Encouragement Challenge Lack of Impediments; no micromanaging, bureaucracy, etc Freedom; employee autonomy Expertise; be knowledgeable in the area Be positive! |
| Three Types of Encouragement Needed | 1. Organizational - management encourages risks, new ideas, rewards + recognizes creativity 2. Supervisory - supervisors provide clear goals, encourage openness, actively support teams 3. Work Group - diverse team + open to new ideas |
| Resistance to Change | 3 Factors - Self Interest; fear that they will have to give up something they value - misunderstanding + distrust; not understanding why change is needed or not trusting person is leading change - General Intolerance; uncertainty is scary |
| Lewin's Change Model | Three Stages 1. Unfreeze - getting the people affected by change to believe that change is needed 2. Change - workers + managers change their behavior and work practices 3. Refreezing - supporting + reinforcing the new changes so that they stick |
| What To Do When Employees Resist | - Connect to people's emotions, empathize, communicate ( Unfreeze Stage) - explain benefits, have opportunities for feedback, educate on why change is needed, don't rush it ( Freeze Stage) |
| Errors Managers Make During The Unfreezing Phase | - not establishing a sense of urgency; leads to workers not believing change is necessary - not creating a powerful coalition; need key people in order to encourage change |
| Errors Managers Make During The Change Phase | - lacking a vision; leads to confusion and chaos - under communicating the vision; tie everything to the vision - not removing obstacles; failing to redesign jobs, tech, etc. - not planning + creating short-term wins; people need immediate payoff |
| Errors Managers Make During The Freezing Phase | - declaring victory too soon; stops change efforts - no anchoring changes in the company culture; promote people who fit the new culture to help in anchoring |
| Types of Organizational Development Intervention | 1. Large System - change character + performance of an org. Ex: survey feedback 2. Small Group - assesses how a group functions + helps work more effectively Ex: team building 3. Person-Focused - increase interpersonal skills Ex: training |
Created by:
Zetiris
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