io 14

28問 • 1年前

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process of improving organizational performance by making organization-wide, rather than individual, changes.

organization development

the first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive

sacred cow hunts

are unnecessary paperwork—usually forms and reports that cost organizations money to prepare, distribute, and read.

paper cows

unnecessary meetings

meeting cow

unnecessary deadlines

speed cow

are distinct time periods

stages

can overlap with one another

phases

the organization must convince employees and other stakeholders (shareholders, community) that the current state of affairs is unacceptable and that change is necessary

unfreezing

the organization takes steps (training, new work processes) to move the organization to the desired state.

moving

the organization develops ways to keep the new changes in place, such as formalizing new policy and rewarding employees for behaving in a manner consistent with the new change.

refreezing

employees deny that any changes will actually take place, try to convince themselves that the old way is working, and create reasons why the proposed changes will never work.

denial

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

defense

employees begin to realize not only that the organization is going to change but that the employees are going to have to change as well. Change is inevitable, and it is in the best interest of the employee to discard the old ways.

discarding

employees test the new system, learn how it functions, and begin to make adjustments in the way they perform.

adaptation

employees have become immersed in the new culture and comfortable with the new system and have accepted their new coworkers and work environment.

internalization

the continual process of upgrading or improving processes,

evolutionary

a “real jolt to the system” that drastically changes the way things are done.

revolutionary

people who enjoy change and often make changes just for the sake of it.

change agents

are not afraid to change or make changes but want to make changes only if the changes will improve the organization.

change analysts

a person who is willing to change

receptive changer

a person who will initially resist change but will eventually go along with it.

reluctant changer

a person who hates change and will do anything to keep change from occurring.

change resister

the shared values, beliefs, and traditions that exist among individuals in an organization

organizational Culture

process whereby new employees learn the behaviors and attitudes they need to be successful in an organization.

organizational socialization

include such things as hearing the same stories repeated by several different employees.

informal strategies

procedures in which employees participate to become “one of the gang.”

rituals

organizational behaviors or practices that convey messages to employees.

symbols

ways to increase “levels of employee input”

empower employees

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders