E. IO Organizational Change and Development

Effective

Doing the RIGHT thing (Goal Achievement)

Efficient

Doing THINGS right (Level of resources)

Organizational Change

Altering structures, strategies, procedures or cultures of organizations

Structural Change

type of org change but not totally an org change

Adaptive

incremental changes

Evolutionary

evolving change that is incremental

Revolutionary

significant/drastic change

Organizational Change

Connotes implementation

Organizational Transformation

Reinventing involves a 360 change, business strategies

Organizational Development

Special approach to org change in which employees formulate and implement the change that's required

Goal Attainment

To excel at one or more goals

System Resource Approach

Acquiring scarce and valued resources

Strategic Resource Approach

Satisfies multiple strategic constituencies and satisfies demands in and out of the organization.

Competing Values Approach

Has a criterion for the organization value for assessing the organization's effectiveness

Sacred Cow Hunt

employees look for practices and policies that waste time and are counterproductive

Paper Cow

unnecessary paperwork; usually forms and reports that cost organizations money to prepare, distribute, and read

Meeting Cow

number and length of meetings

Speed Cow

unnecessary deadlines

Denial

employees deny that any changes will actually take place

Defense

employees try to justify their positions and ways of doing things

Discarding

employees discard the old ways and start to accept the change as the new reality

Adaptation

employees test the new system, learn how it functions, and begin to make adjustments

Internalization

employees have become immersed in the new culture

Evolutionary Change

continual process of upgrading or improving processes

Revolutionary Change

drastic changes

Change Agents

people who enjoy change and often make changes just for the sake of the organization

Change Analysts

not afraid to change or make changes but want to make changes only if the changes will improve the organization

Receptive Changers

people who probably will not instigate change but are willing to change

Reluctant Changers

does not instigate or welcome change, but they will change if necessary

Change Resistors

hate changes

Organizational Culture

comprises the shared values, beliefs, and traditions that exist among individuals in organizations

Organizational Socialization

process whereby new employees learn the behaviors and attitudes they need to be successful in the organization

Rituals

procedures in which employees participate to become "one of the gang"

Symbols

communication tools that convey certain messages to employees

Empowerment

empowering employees can range from asking them for their opinions to giving them complete decision

Importance of Decision Quality

whether one decision will be better than another

Leader Knowledge of the Problem Area

extent to which leaders have sufficient information to make the decision alone

Structure of the Problem

extent to which a leader knows what information is needed and how it can be obtained

Importance of Decision Acceptance

degree to which it is important that the decision be accepted by others

Probability of Decision Acceptance

subordinate acceptance

Subordinate Trust and Motivation

extent to which subordinates are motivated to achieve the organizational goals and thus can be trusted to make decisions that will help the organization

Probability of Subordinate Conflict

amount of conflict that is likely among the subordinates when various solutions to the problem are considered

Autocratic I

leaders use the available information to make decisions without consulting their subordinates

Autocratic II

leaders obtain necessary information from their subordinates and then make their own decisions

Consultative I

leader shares the problem on an individual basis with some or all of their subordinates

Consultative II

leader share problems with their subordinates as a group

Group I

leader shares the problem with the group and lets the group reach a solution

Absolute

Employee has sole responsibility for making decisions and is responsible for the outcomes of decisions.

Shared/Participative/Team

Employee has an equal vote in making decisions. Employee reaches consensus with others to make decisions.

Advisory

Employee makes recommendations, suggests new ideas, provides input.

Ownership of own product

Employee becomes responsible for own quality.

Following

Work is closely checked/approved by others. Employee is closely or constantly supervised.

Empowerment Chart

chart made for each employee that shows what level of input the employee has for each task

Flextime

work schedule that allows employees to choose their own work hours

Bandwidth

total number of potential work hours available each day

Core Hours

hours in a flextime schedule during which every employee must work

Flexible Hours

part of a flextime schedule in which employees may choose which hours to work

Gliding Time

employees can choose their own hours without any advance notice or scheduling

Flexitour

employees have flexibility in scheduling but must schedule their work hours at least a week in advance

Modified Flexitour

employees have flexibility in scheduling but must schedule their work hours a day in advance

Compressed Workweeks

40 hours are worked in less than the traditional five

Peak

Time Pay

Casual Work

employee works on an irregular or as

Job Sharing

two employees who share work hours

Telecommuting

employee uses computer to electronically interact with the central office

Telebusiness Center

employees from a variety of organizations share office space close to their homes but are connected electronically to their respective organizations

Temporary Employees

employees hired through a temporary employment agency

Outsourcing

process of having certain organizational functions performed by an outside vendor rather than an employee in the organization