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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.
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.
External Change Forces
Forces for change outside the organization, such as the pricing strategies of competitors, the available supply of resources, and government regulations.
Internal Change forces
Forces for change that occur within the organization, such as communication problems, morale problems, and decision-making breakdowns.
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
Diagnosis - Stage 3
The use of data collected by interviews, surveys, observations, or records to learn about people or organizations.
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.
A planned change of the formally prescribed task and authority relationships in an organizational design.
A training technique that stresses the process rather than the content of training and emotional rather than conceptual training.
A planned change in the machinery, equipment, or techniques used to accomplish organizational goals.
Flexible manufacturing systems
Production systems that manufacture a part or product entirely by automation.
An organizational response to declining revenues and increasing costs that involves reducing the workforce and often closing and/or consolidating operations.
The practice of delegating authority and responsibility to employees.
The nature of the work environment that results from the leadership style and the administrative practices of managers.
The organization as it is drawn on the organization chart and as its titles and authority structure are designed.
The impact of group norms and values and informal activities on the organizational environment.
An organization in which employees are engaged in problem solving, learning, and education so that continuous improvement in effectiveness is the result.
Refers tot he many techniques managers can employ to capture and use the knowledge that is generated within the organization