Week 14: Participative Management and Change – Flashcards
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self-leadership
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what happens when individuals act on their own to achieve the organization's mission, vision, purpose, values, and goals
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empowerment
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process by which a leader or manager shares his or her power with subordinates
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knowledge worker
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employees who need and use information to perform their work
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Maslow's hierarchy of needs theory
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proposition that people are intrinisically motivated in direct relationship to their needs
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suggestion involvement
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organization makes a small shift from the production line or control model. Employees are encouraged to contribute ideas
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Theory X managers
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believes subordinates dislike work and shirk responsibility, leading them to be more directive with the tendency to dictate work efforts
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Theory Y managers
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hold the belief that people enjoy work, crave responsibility, and strive for excellence
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delegation
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involves assigning work - and the authority and responsibility of that work - to others
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force-field analysis
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Kurt Lewin's model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change
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unfreezing
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the first part of the change process whereby the change agent produces disequilibrium between the driving and restraining forces
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refreezing
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the latter part of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors
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future search
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system-wide group sessions, usually lasting a few days, in which participants identify trends and identify ways to adapt to those changes
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change agent
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anyone who possesses enough knowledge and power to guide and facilitate the change effort
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action research
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a problem-focused change process that combines action orientation (changing attitudes and behavior) and research orientation (testing theory through data collection and analysis)
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appreciative inquiry
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an organizational change strategy that directs the group's attention away from its own problems and focuses participants on the group's potential and positive elements
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parallel learning structure
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highly participative arrangements, composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change
