Chapter 14 IO PSYC H Reviewer PDF

Preview

Summary

OUTCOME TEST 5 COVERAGE:CHAPTER 14 : Organization Developmentreference / IO Psych by AamodtManaging Change 1. Sacred cow hunts - which employees look for practices and policies that waste time and are counterproductive. a. The Paper Cow - Paper cows are unnecessary paperwork—usually forms and report...

Description

OUTCOME TEST 5 COVERAGE: CHAPTER 14 : Organization Development

ii. Reason behind the change - employees may understand that it is due to financial problems, external mandates or attempts to improve the organization.

reference / IO Psych by Aamodt Managing Change 1. Sacred cow hunts - which employees look for practices and policies that waste time and are counterproductive. a. The Paper Cow - Paper cows are unnecessary paperwork—usually forms and reports that cost organizations money to prepare, distribute, and read. b. The Meeting Cow - too many meetings or too much time spent at meetings. c. The Speed Cow – unnecessary deadlines.

iii. Person making the change - more positive about change when the source of change is within the work group rather than an external source. iv. Person being changed 1. Change agents - people who enjoy change and often make changes just for the sake of it. 2. Change analysts - not afraid to change or make changes but want to make changes only if the changes will improve the organization. 3. Receptive changers - A person who is willing to change.

2. Employee Acceptance of Change (a). Stages: i. Denial - The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.

4. Reluctant changers - A person who will initially resist change but will eventually go along with it. 5. Change resisters - person who hates change and will do anything to keep change from occurring.

ii. Defense - When employees begin to believe that change will actually occur, they become defensive and try to justify their positions and ways of doing things.

3. Implementing Change a. Creating an atmosphere for change - Employees should be surveyed to determine how satisfied they are with the current system.

iii. Discarding - change is inevitable, and it is in the best interest of the employee to discard the old ways and start to accept the change as the new reality.

b. Communicating details - employees should be aware of and involved in all aspects of the change, from initial planning to final implementation. i. Communicating change is hard work. ii. Training is needed iii. Two-way communication is existential. iv. Honesty is the best policy.

iv. Adaptation - employees test the new system, learn how it functions, and begin to make adjustments in the way they perform. v. Internalization - employees have become immersed in the new culture, become comfortable with the new system, and accepted their new coworkers and work environment. (b). Important Factors: i. Type of change 1. Evolutionary - continual process of upgrading or improving processes. 2. Revolutionary - “real jolt to the system” that drastically changes the way things are done.

c. Time frame - The longer it takes to change, the greater the opportunity for things to go wrong and the greater the chance that employees will become disillusioned. d. Training needs - is often necessary to train employees. 4. Organizational culture “corporate culture” - comprises the shared values, beliefs, and traditions that exist among individuals in organizations. establishes workplace norms of appropriate behavior (what’s wrong or right) and defines roles and expectations that employees and management have of each other.

a. Changing culture b. Assessing the new culture: a great deal of discussion and analysis i. Needs assessment - current culture must be analyzed and compared with the desired culture to determine what might need to change. ii. Determining executive direction - Management must then analyze the needs iii. assessment to determine the decisions or actions that will reinforce the culture and to assess the feasibility of certain changes iv. Implementation considerations - how the new culture will be implemented. v. Training - all organizational members must be trained in a new philosophy for the new culture to thrive and be long-lasting. vi. Evaluation of the new culture - an evaluation mechanism must be established to review the new culture. c. Creating dissatisfaction with existing culture d. Maintaining the new culture e. Selection of employees: i. Organizational socialization - The process whereby new employees learn the behaviors and attitudes they need to be successful in an organization. ii. Rituals - Procedures in which employees participate to become “one of the gang.” iii. Symbols - Organizational behaviors or practices that convey messages to employees. Empowerment - range from asking them for their opinions to giving them complete decision-making control. 1. Making the decision to empower a. Factors in making the decision to empower i. Importance of decision quality ii. Leader knowledge of the problem ar ea iii. Structure of the problem iv. Importance of decision acceptance v. Probability of decision acceptance vi. Subordinate trust and motivation vii. Probability of subordinate conflict

b. Decision-making strategies using " Vroom-Yetton model" i. Autocratic I strategy - Leaders use available information to make a decision without consulting their subordinates. ii. Autocratic II Strategy - Leaders obtain necessary information from their subordinates and then make their own decision. iii. Consultative I strategy - Leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group. iv. Group I strategy - Leaders share the problem with the group and let the group reach a decision or solution. 2. Levels of Employee Input a. Following – employees have no real control over their jobs. b. Ownership of own product - employees are still told what to do but are solely responsible for the quality of their output. c. Advisory - employees are asked to provide feedback, suggestions, and input into a variety of organizational concerns. d. Shared/participative/team - allows an employee to make a decision. e. Absolute - gives an employee the absolute authority to make a decision on his own—no group consensus, no supervisory approval. 3. Empowerment charts - A chart made for each employee that shows what level of input the employee has for each task. a. Consequences of empowerment Downsizing - When organizations restructure, the result is often a decrease in the size of their workforce. 1. Reducing the impact of downsizing a. Signs of problems i. Temporary employees - Also called “temps”—employees hired through a temporary employment agency. ii. Outsourcing - The process of having certain organizational functions performed by an outside vendor rather than an employee in the organization. b. Selecting the employees to be laid off c. The announcement

d. Outplacement programs i. Emotional counseling: 1. Denial stage - The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur. 2. Anger stage - The second stage of emotional reaction to downsizing, in which employees become angry at the organization. 3. Fear stage - The third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially. 4. Acceptance stage - which employees accept that layoffs will occur and are ready to take steps to secure their future.

4. Peak-time pay - certain employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who work full time. 5. Job sharing - involves two employees who share their work hours. 6. Work at home a. Telecommuting - Working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other offsite media. 7. Shift work a. Circadian rhythms - the 24-hour cycles of physiological functions maintained by every person. b. Uniqueness of shift

ii. Financial counseling - should include the issues of severance pay, unemployment insurance, medical insurance, and any special programs that might be available to help the layoff victims. iii. Career assessment and guidance 2. Effects of downsizing a. Victims - Employees who lose their jobs due to a layoff. b. Survivors - Employees who retain their jobs following a downsizing. c. Local community d. The Organizaation

Work Schedules 1. Compressed workweeks 2. Moonlighting - People moonlight because they want or need to earn extra money, and they may even enjoy the second job 3. Flexible work hours a. Flextime - A work schedule that allows employees to choose their own work hours. b. Bandwidth - The total number of potential work hours available each day. c. Core hours - The hours in a flextime schedule during which every employee must work. d. Gliding time - A flextime schedule in which employees can choose their own hours without any advance notice or scheduling. e. Flexitour or Modified flexitour - A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.

c. Fixed shifts - separate groups of employees permanently work the day shift, swing shift, and night shift d. Rotating shifts - employee rotates through all three shifts, working the day shift for a while, then switching to the swing shift, then working the night shift and so on. e. Frequency of rotation - shifts must be rotated because employees who feel stuck on swing and night shifts insist on having the opportunity to work days. f. Individual differences...