Daft Management: Chapter 10

The Creative Individual
Conceptual fluency, originality, less authority/independence/self-confidence, curiosity, persistence/commitment
The Creative Organization
Open channels of communication, assign non-specialists to jobs, decentralize, free to choose, resources allocated to creative personnel
Idea Incubator
An in-house program that provides a safe-harbor where ideas from employees can be developed without interference
Idea Champion
A person who sees the need for and champions productive change within organization
Comes up with new idea and understands technical value
Believes in the idea and confronts organization realities of costs and benefits
high-level manager who approves idea, protects idea, and removes barriers
Counterbalances zeal of the champion by challenging concept and providing a reality test
People Change
a change in the attitudes and behaviors of a few employees in the organization
Organizational Development
Application of behavioral science techniques to improve an organization’s health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities
Organizational Development can solve problems with…
Mergers/Acquisitions, Organizational decline/revitalization, and conflict management
Team building
Type of OD intervention that enhances the cohesiveness of departments by teaching people to act like a team
Survey feedback
OD intervention that uses questionnaires on organizational climate and results back to employees via change agent
Large-group intervention
An approach that brings together participants from all over the organization to discuss problems or opportunities and plan for major change
Organizational Development Steps
Unfreezing, Changing, Refreezing
Participants made aware of problems to increase willingness to change
Intervention stage of organizational development in which individuals experiment with new workplace behavior.
Reinforcement stage in which individuals acquire a desired new skill or attitude and are rewarded for it
Implementation tactics
Communication (use info and analysis to understand change), Participation (users need to feel involved), Negotiation (group has power over implementation), Coercion (a crisis exists or initiators clearly have power), top management support (users doubt legitimacy of changes)

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