Managing Organizations - Chapter 17

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  1. 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.
  2. 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.
  3. External Change Forces
    Forces for change outside the organization, such as the pricing strategies of competitors, the available supply of resources, and government regulations.
  4. Internal Change forces
    Forces for change that occur within the organization, such as communication problems, morale problems, and decision-making breakdowns.
  5. 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
  6. Diagnosis - Stage 3
    The use of data collected by interviews, surveys, observations, or records to learn about people or organizations.
  7. 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.
  8. Structural Change
    A planned change of the formally prescribed task and authority relationships in an organizational design.
  9. Diversity training
    A training technique that stresses the process rather than the content of training and emotional rather than conceptual training.
  10. Technological Change
    A planned change in the machinery, equipment, or techniques used to accomplish organizational goals.
  11. Flexible manufacturing systems
    Production systems that manufacture a part or product entirely by automation.
  12. Downsizing
    An organizational response to declining revenues and increasing costs that involves reducing the workforce and often closing and/or consolidating operations.
  13. Empowerment
    The practice of delegating authority and responsibility to employees.
  14. Leadership climate
    The nature of the work environment that results from the leadership style and the administrative practices of managers.
  15. Formal organization
    The organization as it is drawn on the organization chart and as its titles and authority structure are designed.
  16. Organizational culture
    The impact of group norms and values and informal activities on the organizational environment.
  17. Learning organization
    An organization in which employees are engaged in problem solving, learning, and education so that continuous improvement in effectiveness is the result.
  18. Knowledge Management
    Refers tot he many techniques managers can employ to capture and use the knowledge that is generated within the organization
Card Set:
Managing Organizations - Chapter 17
2014-09-14 12:27:01

Managing Organizations - Duening and Ivancevich - Second Edition
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