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ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT (innovation = A new idea…
ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT
Planned change
= Change activities that are intentional and goal oriented.
Change agents
= Persons who act as catalysts and assume the responsibility for managing change activities.
Driving forces
= Forces that direct behavior away from the status quo (Lewin).
restraining forces
= Forces that hinder movement from the existing equilibrium (Lewin).
action research
= A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
organizational development (OD)
= A collection of planned change interventions, built on humanistic–democratic values, that seeks to improve organizational effectiveness and employee well-being.
sensitivity training
= Training groups that seek to change behavior through unstructured group interaction.
survey feedback
= The use of questionnaires to identify discrepancies among member perceptions; discussion follows, and remedies are suggested.
process consultation(PC)
= A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need Improvement
team building
High interaction among team members to increase trust and openness.
intergroup development
= Organizational development (OD) efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
appreciative inquiry (AI)
= An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
paradox theory
= The theory that the key paradox in management is that there is no final optimal status for an organization.
innovation
= A new idea applied to initiating or improving a product, process, or service.
Organic structures positively influence innovation.
Long tenure in management is associated with innovation.
Innovation is nurtured when there are slack resources.
Interunit communication is high in innovative organizations.
stress
= An unpleasant psychological process that occurs in response to environmental pressures.
challenge stressors
= Stressors associated with workload, pressure to complete tasks, and time urgency.
hindrance stressors
= Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
learning organization
= An organization that has developed the continuous capacity to adapt and change.
Establish a strategy.
Management needs to make explicit its commitment to change, innovation, and continuous improvement.
Redesign the organization’s structure.
= The formal structure can be a serious impediment to learning. Flattening the structure, eliminating or combining departments, and increasing the use of cross-functional teams reinforces interdependence and reduces boundaries.
Reshape the organization’s culture.
To become a learning organization, managers must demonstrate by their actions that taking risks and admitting failures are desirable. This means rewarding people who take chances and make mistakes. And management needs to encourage functional conflict.
demands
= Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace.
resources
= Things within an individual’s control that can be used to resolve demands.
allostasis
= Working to change behavior and attitudes to find stability.
wellness programs
= Organizationally supported programs that focus on the employee’s total physical and mental condition.
idea champions
= Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.