Chapter 18 - Organizational change & stress management

Movement

________: change process that transforms the organization from the status quo to a desired end state.

Appreciative inquiry

________ (AI): approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.

Empower

________ others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.

Survey feedback

________: use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.

high interaction

Team building: ________ among team members to increase trust and openness.

Kotters

________ eight- step plan for implementing change.

direct behavior

Driving forces: forces that ________ away from the status quo.

Demands

________: responsibilities, pressures, obligations and even uncertainties that individuals face in the workplace.

unpleasant psychological process

Stress: ________ that occurs in response to environmental pressures.

Double

________- loop learning: process of correcting errors by modifying the organizations objectives, policies and standard routines.

Inter group development

________: OD efforts to change the attitudes, stereotypes and perceptions that groups have of each other.

Organizational development

________ (OD): collection of planned change interventions, built on humanistic democratic values, that seeks to improve organizational effectiveness and employee well- being.

Single loop

________ learning: process of correcting errors using past routines and present policies.

Innovation

________: new idea applied to initiating or improving a product, process or service.

Sensitivity training

________: training groups that seek to change behavior through unstructured group interaction.

Process consultation

________ (PC): meeting in which a consultant assists a client in understanding process events with which he /she must deal and identifying processes that need improvement.

movement

Restraining forces: forces that hinder ________ from the existing equilibrium.

Change

Making things different

Planned change

Change activities that are intentional and goal-oriented

Change agents

Persons who act as catalysts and assume the responsibility for managing change activities

Lewin's three-step model

Unfreezing, movement and refreezing

Driving forces

Forces that direct behavior away from the status quo

Restraining forces

Forces that hinder movement from the existing equilibrium

Action research

Change process based on systematic collection of data and then selection of a change action based on what the analyzed data
indicate

Organizational development (OD)

Collection of planned change interventions, built on humanistic democratic values, that seeks to improve organizational effectiveness and employee well-being

Sensitivity training

Training groups that seek to change behavior through unstructured group interaction

Survey feedback

Use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested

Process consultation (PC)

Meeting in which a consultant assists a client in understanding process events with which he/she must deal and identifying processes that need improvement

Team building

High interaction among team members to increase trust and openness

Inter-group development

OD efforts to change the attitudes, stereotypes and perceptions that groups have of each other

Appreciative inquiry (Al)

Approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance

Innovation

New idea applied to initiating or improving a product, process or service

Idea champions

Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance and ensure that the idea is implemented

Learning organization

Organization that has developed the continuous capacity to adapt and change

Single-loop learning

Process of correcting errors using past routines and present policies

Double-loop learning

Process of correcting errors by modifying the organization's objectives, policies and standard routines

Stress

Unpleasant psychological process that occurs in response to
environmental pressures

Challenge stressors

Stressors associated with work load, pressure to complete tasks and time urgency

Hindrance stressors

Stressors that keep you from reaching your goals (red tape, office politics, confusion over job responsibilities)

Demands

Responsibilities, pressures, obligations and even uncertainties that individuals face in the workplace

Resources

Things within an individual's control that can be used to resolve demands