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ldecker
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Organizational Change
The intentional attempt by management to improve the overall performance of individuals, groups and the organization as a whole by altering the organization's structure, behavior, and technology.
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Management of Change or Change Management
The concept of organizational development in its broadest sense.
The continuous process of aligning an organization with its marketplace - and doing it more responsively and effectively than competitors.
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External Change Forces
Forces for change outside the organization, such as the pricing strategies of competitors, the available supply of resources, and government regulations.
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Internal Change forces
Forces for change that occur within the organization, such as communication problems, morale problems, and decision-making breakdowns.
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Six stages of the Framework for Managing Change
- Stage 1: Forces for Change (Internal or External)
- Stage 2: Management recognition of need for change
- Stage 3: Diagnosis of problems and points of resistance
- Stage 4: Consideration of alternative intervention methods to initiate change
- Stage 5: Selection of intervention change method and implementation
- Stage 6: Evaluation of change and start of change process
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Diagnosis - Stage 3
The use of data collected by interviews, surveys, observations, or records to learn about people or organizations.
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Force Field Analysis - form of diagnosis - Stage 3
The process of identifying the forces that drive and the forces that resist a proposed behavioral, technological, or structural change.
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Structural Change
A planned change of the formally prescribed task and authority relationships in an organizational design.
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Diversity training
A training technique that stresses the process rather than the content of training and emotional rather than conceptual training.
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Technological Change
A planned change in the machinery, equipment, or techniques used to accomplish organizational goals.
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Flexible manufacturing systems
Production systems that manufacture a part or product entirely by automation.
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Downsizing
An organizational response to declining revenues and increasing costs that involves reducing the workforce and often closing and/or consolidating operations.
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Empowerment
The practice of delegating authority and responsibility to employees.
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Leadership climate
The nature of the work environment that results from the leadership style and the administrative practices of managers.
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Formal organization
The organization as it is drawn on the organization chart and as its titles and authority structure are designed.
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Organizational culture
The impact of group norms and values and informal activities on the organizational environment.
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Learning organization
An organization in which employees are engaged in problem solving, learning, and education so that continuous improvement in effectiveness is the result.
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Knowledge Management
Refers tot he many techniques managers can employ to capture and use the knowledge that is generated within the organization
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