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io 14

io 14
28問 • 1年前
  • valerie
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    問題一覧

  • 1

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

    organization development

  • 2

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

    sacred cow hunts

  • 3

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

    paper cows

  • 4

    unnecessary meetings

    meeting cow

  • 5

    unnecessary deadlines

    speed cow

  • 6

    are distinct time periods

    stages

  • 7

    can overlap with one another

    phases

  • 8

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

    unfreezing

  • 9

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

    moving

  • 10

    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

  • 11

    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

  • 12

    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

  • 13

    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

  • 14

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

    adaptation

  • 15

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

    internalization

  • 16

    the continual process of upgrading or improving processes,

    evolutionary

  • 17

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

    revolutionary

  • 18

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

    change agents

  • 19

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

    change analysts

  • 20

    a person who is willing to change

    receptive changer

  • 21

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

    reluctant changer

  • 22

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

    change resister

  • 23

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

    organizational Culture

  • 24

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

    organizational socialization

  • 25

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

    informal strategies

  • 26

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

    rituals

  • 27

    organizational behaviors or practices that convey messages to employees.

    symbols

  • 28

    ways to increase “levels of employee input”

    empower employees

  • AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    valerie · 100問 · 2年前

    AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    100問 • 2年前
    valerie

    AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

    valerie · 100問 · 2年前

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    100問 • 2年前
    valerie

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    問題一覧

  • 1

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

    organization development

  • 2

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

    sacred cow hunts

  • 3

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

    paper cows

  • 4

    unnecessary meetings

    meeting cow

  • 5

    unnecessary deadlines

    speed cow

  • 6

    are distinct time periods

    stages

  • 7

    can overlap with one another

    phases

  • 8

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

    unfreezing

  • 9

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

    moving

  • 10

    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

  • 11

    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

  • 12

    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

  • 13

    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

  • 14

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

    adaptation

  • 15

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

    internalization

  • 16

    the continual process of upgrading or improving processes,

    evolutionary

  • 17

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

    revolutionary

  • 18

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

    change agents

  • 19

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

    change analysts

  • 20

    a person who is willing to change

    receptive changer

  • 21

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

    reluctant changer

  • 22

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

    change resister

  • 23

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

    organizational Culture

  • 24

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

    organizational socialization

  • 25

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

    informal strategies

  • 26

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

    rituals

  • 27

    organizational behaviors or practices that convey messages to employees.

    symbols

  • 28

    ways to increase “levels of employee input”

    empower employees