Organization Development and Change Management

A set of flashcards on organizational development principles, change management strategies, and various workplace structures.

Organization Development

The process of improving organizational performance through organization-wide changes.

Organizational Change

Circumstances that arise in an organization prompting necessary adjustments.

Sacred Cow Hunt

The first step in organizational change focusing on identifying wasteful practices.

Paper Cow

Unnecessary paperwork such as forms and reports that can be streamlined or eliminated.

Meeting Cow

Evaluating the number and length of meetings to assess their value.

Speed Cow

Unnecessary deadlines that decrease quality and increase stress.

Unfreezing

Convinces employees that a change is necessary for progress.

Moving Stage

The stage where steps are taken to implement necessary changes.

Refreezing Stage

Developing ways to ensure that new changes are maintained in the organization.

Denial

Employees refuse to acknowledge that change is needed.

Defense

Justifying current practices and resisting the idea of change.

Discarding

Acceptance of change as the new reality and recognizing its necessity.

Adaptation

Learning to function effectively in the new environment.

Internalization

Fully immersing and adapting to the new culture and system.

Evolutionary Change

A continual process of upgrading or improving practices.

Revolutionary Change

A drastic shift changing the way things are done.

Change Agents

Individuals who initiate change for transformation in an organization.

Change Analysts

Individuals who seek change only if it improves performance.

Receptive Changers

Employees willing to embrace change when necessary.

Reluctant Changers

Employees who resist change initially but will accept it eventually.

Change Resisters

Employees afraid of change who attempt to hinder progress.

Vroom Yetton Model

A situational leadership theory for decision-making involvement.

Autocratic I Strategy

Leader makes decisions without consulting subordinates.

Autocratic II Strategy

Leader gathers information from subordinates then decides independently.

Consultative I Strategy

Leader shares problems with a few employees for input before deciding.

Consultative II Strategy

Leader shares problems with the entire group and then makes decisions.

Group I Strategy

Leader assists the group in decision-making processes.

Empowerment

Giving individuals a sense of control and authority over decisions.

Ownership of Own Product

Employees responsible for the quality of their output.

Advisory

Employees provide suggestions but do not make final decisions.

Shared/Participative/Team

Employees have input and control in decision-making at a group level.

Absolute

Employees have full authority to make their own decisions.

Employee Input Chart

A chart showing each employee's level of input for tasks.

Flextime

A work schedule allowing employees to choose their own hours.

Bandwidth

The number of hours available for work each day.

Core Hours

Specific hours employees are required to work within bandwidth.

Flexible Hours

Remaining time for employees to work outside of core hours.

Gliding Time

Flextime schedule requiring employees to work 8 hours a day, 40 hours a week.

Flexitour

Flextime schedule allowing flexibility, requiring submission of schedule in advance.

Modified Flexitour

Flextime schedule where employees schedule hours a day in advance.

Compressed Workweeks

Working 40 hours in less than a traditional five-day week.

Peak Time Pay

Higher pay for part-time employees compared to full-time.

Casual Work

Irregular work based on need, providing flexibility.

Job Sharing

Two employees share the same job and split work hours.

Telecommuting

Working from home while communicating via phone or computer.

Downsizing

Reducing workforce size through layoffs as part of restructuring.

Layoff

Temporary or permanent termination of employees for financial reasons.

Rightsizing

Restructuring to achieve the right size for organizational needs.

Freeze Hiring

Stopping the hiring of permanent employees, filling positions temporarily.

Denial Stage (Layoffs)

Employees deny a layoff will occur and underestimate seriousness.

Anger Stage

Employees feel betrayed and angry at the organization during layoffs.

Fear Stage

Employees worry about financial survival after job loss.

Acceptance Stage

Employees accept layoff reality and prepare for transition.