Organizational Change and Development

These flashcards cover key terms and concepts relevant to organizational change and development, including employee behavior, change agents, resistance, and various models of change.

Organizational Development

An area of specialization devoted to the study of facilitating organizations to develop or change in response to environmental influences.

Sacred Cow Hunts

Organization-wide attempts to eliminate practices that serve no useful purpose.

Paper Cow

Unnecessary paperwork that costs organizations money to prepare, distribute, and read.

Meeting Cow

Evaluating the number and length of meetings to determine their actual benefits.

Speed Cow

Unnecessary deadlines that cause employees to work at an optimal pace, leading to decreased quality and increased stress.

Employee Acceptance of Change Stages

Stages employees go through when faced with organizational changes, according to Carnall (2008).

Denial Stage

Employees refuse to accept that changes will occur and convince themselves that the old way is still effective.

Defense Stage

Employees become defensive about their positions when they realize changes are imminent.

Discarding Stage

Employees acknowledge the need to change and begin to discard old habits for new ways.

Adaptation Stage

Employees test new systems and make adjustments to their work performance.

Internalization Stage

Employees immerse themselves in the new culture and accept the changes.

Type of Change

Categorizes change as either evolutionary (incremental) or revolutionary (drastic and challenging).

Reason Behind Change

Factors influencing how employees perceive the changes, especially concerning financial issues or poor organizational philosophy.

Person Making the Change

Trust in change is higher when employees view the source of change as internal rather than external.

Change Agents

Individuals who actively promote and facilitate change within an organization.

Reasoned Change

Changes made with a thoughtful approach rather than simply for the sake of change.

Receptive Changer

Employees willing to change without instigating it but support beneficial changes.

Reluctant Changer

Employees who resist change and prefer the status quo.

Rituals

Formal procedures that help employees socialize and integrate into the organizational culture.

Signs of Problems

Warning indicators that suggest potential future downsizing needs.

Right-Sizing

Adjusting the organization's size to align with its environmental demands.

Consequences of Downsizing

Effects on the remaining employees, including increased stress and reduced managerial oversight.

Employee Selection for Layoffs

Criteria based on seniority, performance, salary level, and organizational needs.

Emergency Counseling

Programs offering emotional and financial support during workforce reductions.

Compressed Workweeks

Work arrangements where employees work longer hours for fewer days.

Flexible Working Hours

Schedules that provide employees with choices about their hours.

Empowerment

The process of distributing power away from traditional managerial roles to employees.

Six Sigma

A comprehensive approach to organizational change focusing on reducing variability to improve quality.

Five Phases of Process Improvement

Define, Measure, Analyze, Improve, Control, used in Six Sigma methodology.

Organizational Resistance to Change

Natural response to change based on fear, misunderstandings, or perceived threats.

Vested Interest

Concerns employees have regarding job security amid changes in the organization.

Fear of Uncertainty

Anxiety associated with changes that disrupt established routines.

Misunderstandings

Communication breakdowns that create resistance during organizational change.

Inconvenience

Resistance stemming from perceiving change as a hassle.

Lack of Top-Level Support

Employee skepticism stemming from perceived indifference from management regarding change.

Psychological Ownership

An emotional and mental tie employees have to their organization, impacting their openness to change.

Self-initiated vs. Imposed Change

Self-initiated changes are those undertaken voluntarily by individuals, whereas imposed changes are directed by others.

Evolutionary vs. Revolutionary Change

Evolutionary change is gradual, while revolutionary change is rapid and at a larger scale.

Additive vs. Subtractive Change

Additive change adds elements to the organization, while subtractive change removes elements.

Lewin’s Force Field Analysis Model

A model that describes the forces supporting and opposing change within an organization.

Unfreezing

The process of creating an environment conducive to change by addressing resistive forces.

Refreezing

Establishing stability once changes have been implemented to prevent reverting to old behaviors.

Resistance as a Resource

Interpreting resistance as a signal of deeper problems that need to be addressed.

Direct Costs

Financial implications of change that people might resist due to increased expenses.

Rubber Band Effect

Tendency for employees to revert to old behaviors instead of sustaining new practices.

Creating Urgency for Change

The strategy to motivate employees to embrace change by highlighting competitive pressures.

Communication Strategy

An essential approach during change to reduce fear and inform employees of new developments.

Learning and Skill Development

Essential training processes necessary for employees to adapt to changes in the workplace.

Stress Management

Approaches to minimize employee anxiety and improve their comfort with change.

Negotiation and Coercion

Strategies for inducing compliance during the change process, including influencing with benefits or threats.