IO LESSON 2

Cards (23)

  • Change
    Modifying forces acting to keep things stable
  • Behavioral situation
    • Characterized by forces operating to maintain stability or equilibrium and by forces pushing for change
  • Intervention
    The program or initiative suggested or implemented by the change agent
  • Evolutionary change

    Continual process of upgrading or improving processes
  • Revolutionary change

    Drastic changes
  • Change agent
    Initiates the change, usually external to the organization, people who enjoy change and often make changes just for the sake of it
  • Client
    Recipient of the change effort
  • Change resistant
    Individuals who prefer to keep things the way they are
  • 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

    Not instigate or welcome change, but they will change if necessary
  • Change process
    1. Unfreezing
    2. Moving
    3. Refreezing
  • Unfreezing
    Forces that maintain the status quo are broken down, and the system is opened up for change
  • Moving
    Real organization change begins to happen
  • Refreezing
    Changes become stabilized, and the organization reaches a new level of equilibrium
  • Action research model

    • Addresses social problems from both methodological and social perspective
    • Involves cynical nature, initial research about the organization, and results from the research could be the guide for further activities
    • Involves sensemaking: what employees do to gain a better understanding of their workplace
  • Perrow's model

    • Examines information technology, which refers to all aspects of jobs
    • The structure of the organization adjusts to the technology
    • Examines the relationship between various units of the organization
  • Kotter's change model

    • Proposed an eight-stage model that essentially broke down Lewin's 3 steps into subcomponents based on common mistakes he saw organizations make when trying to change
  • Adam Smith's invisible hand theory
    Individuals are driven by self-interest and rationality will make decisions that lead to positive benefits for the whole economy
  • Rational choice theory

    Individuals use rational calculations to make rational choices and achieve outcomes that are aligned with their own personal objectives
  • Peter and Waterman's well-managed model

    • Aims at formulating a descriptive model of choice which focuses on the expressive character of decision making in the organization
    • Based on empirical perception of how successful organizations are being run
  • Vroom-Yetton model

    • Provides a flowchart that can tell a leader process to go through when deciding
  • Kotter's 8-stage change model
    1. Increase urgency
    2. Build guiding team
    3. Develop the vision
    4. Communicate the vision
    5. Empower action, remove obstacles
    6. Create short-term wins
    7. Build on wins
    8. Embed changes into culture