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Lecture

Chapter 13 - MHR 405


Department
Human Resources
Course Code
MHR 405
Professor
Frank Miller

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Chapter 13 - ORGANIZATION CHANGE AND DEVELOPMENT
PLANNED ORGANIZATIONAL CHANGE: The process by which organizations move from thei
r present state to some desired future state to increase their effectivenes
FIRST ORDER, INCREMENTAL (DEVELOPMENTAL) CHANGE: Change that involves adjustment
s in sytems, processes, or structures with the purpose of maintaining or develop
ing the organization
SECOND ORDER, DISCONTINIOUS (TRANSFORMATIONAL) CHANGE: Change in which the organ
ization moves to a radically different and sometimes unknown, future state.
ORGANIZATIONAL STRUCTURE (OS): How an organizations work is designed, and how de
partments, divisions, and the overall organization are designed
TARGETS OF CHANGE -> PEOPLE AND CULTURE
-> TECHNOLOGY
-> STRUCTURE
-> WORK PROCESSES AND TASK
DOWNSIZING: The process by which managers streamline the organizational hierarch
y and lay off managers and workers to reduce bureaucratic costs.
REENGINEERING: The process by which managers redesign how tasks are bundled into
roles and functions to improve organizational effectiveness
ORGANIZATIONAL (CORPORATE) CULTURE: A pattern of basic assumptions that are cons
idered valid and are taught to new members as the way to perceive, think, and fe
el in the organization
ACTIVE INERTIA: A tendency to respond to the most disruptive changes by accelera
ting activities in the past
CYNACISM: A loss of faith in the leaders of change based on a history of change
attempts that have not been entirely successful
UNFREEZING: The first step in Lewins change model, in which individuals are enco
uraged to discard old behaviours by shaking up the equilibrium
MOVING: The second step in Lewins change model, in which new attitudes, values,
and behaviors are substituted for old ones.
REFREEZING: The final step in Lewins change model, in which new attitudes, value
s and behaviiours are etablished as the status quo
ORGANIZATION DEVELOPMENT (OD): Organization development is a system-wide applica
tion of behavioural science knowledge to the planned development and reinforceme
nt of the strategie, structures, and process that lead to organization effective
ness and adaptibility
ACTION RESEARCH: An approach to change management in which intitial research abo
ut an organization provide information to guide subsequent action
CHANGE AGENT: An indivdiual who is asigned to guide and facillitate a change eff
ort, and who is able to influence organizational members while teaching them how
to solve their own problems in the future
SURVEY FEEDBACK: A Process of collecting data from an organization or department
through the use of a questionnaire or survey and feeding the data back
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