Change Management Theory Overview
42 Questions
0 Views

Choose a study mode

Play Quiz
Study Flashcards
Spaced Repetition
Chat to Lesson

Podcast

Play an AI-generated podcast conversation about this lesson

Questions and Answers

What best describes the forces that drive a system towards change?

  • Forces that support the current state
  • Forces that facilitate change (correct)
  • Forces that diminish motivation
  • Forces that oppose new developments

Which of the following is NOT considered a restraining force?

  • Lack of transportation
  • Limited resources
  • Family support (correct)
  • Low energy

According to Lewin's rules, which of the following is an important aspect of implementing change?

  • Individuals affected by change should be excluded from planning
  • Change should always be gradual and well-planned (correct)
  • Change should only occur when individuals are ready
  • Changes should be sudden and unexpected

What characterizes the 'Contemplation' stage of change?

<p>Consideration of making a change (C)</p> Signup and view all the answers

Which of the following conditions can enhance the likelihood of successful change?

<p>Enhanced self-esteem and family support (A)</p> Signup and view all the answers

What is the primary characteristic of planned change?

<p>It is a deliberate application of knowledge and skills. (A)</p> Signup and view all the answers

During which stage of Kurt Lewin's Change Theory does the change agent convince group members of the need to change?

<p>Unfreezing (B)</p> Signup and view all the answers

What is NOT a quality of an effective change agent?

<p>Rigidity (C)</p> Signup and view all the answers

What must a change agent ensure during the Movement stage of change?

<p>That driving forces exceed restraining forces (B)</p> Signup and view all the answers

Which statement accurately describes accidental change?

<p>It occurs through unintentional and unpredictable processes. (C)</p> Signup and view all the answers

What action should a change agent take during the Refreezing stage?

<p>Stabilize the new change into the status quo (B)</p> Signup and view all the answers

Which of the following activities is NOT typically part of the Unfreezing stage?

<p>Identifying and planning implementation strategies (A)</p> Signup and view all the answers

What is crucial for a change agent to do to ensure successful change implementation?

<p>Include everyone affected by the change (C)</p> Signup and view all the answers

What is one significant limitation of the organizational chart?

<p>It does not show the informal structure of the organization. (C)</p> Signup and view all the answers

Which organizational structure is characterized by a simplified hierarchy and increased decision-making authority?

<p>Flat design (C)</p> Signup and view all the answers

What does a good organizational structure accomplish?

<p>It reduces the number of managers to bare minimum. (D)</p> Signup and view all the answers

In a matrix organizational structure, what is the primary focus?

<p>Product and function (D)</p> Signup and view all the answers

Which of the following statements is true regarding authority and status in organizational charts?

<p>Confusion between authority and status can occur. (C)</p> Signup and view all the answers

What do rational-empirical strategies rely on when implementing change?

<p>The perception of reasonableness of the change (D)</p> Signup and view all the answers

Which characteristic is NOT typical of aged organizations?

<p>High energy and movement (D)</p> Signup and view all the answers

In chaos theory, what does the butterfly effect illustrate?

<p>Small changes can have significant, unpredictable outcomes (A)</p> Signup and view all the answers

Why is it important for a change agent to make an accurate assessment before implementing change?

<p>To tailor the strategy to the organization's specific situation (D)</p> Signup and view all the answers

What is a common misconception about power-coercive strategies in change management?

<p>They require significant cooperation from employees (B)</p> Signup and view all the answers

Which of the following is NOT a reason for change in an organization?

<p>To maintain current procedures (A)</p> Signup and view all the answers

What is implied by the Complex Adaptive Systems Change Theory regarding behavior?

<p>Behavior is likely to change based on system interactions (D)</p> Signup and view all the answers

In adaptive theories, why is understanding interrelationships important?

<p>It helps identify and manage complex, nonlinear relationships (B)</p> Signup and view all the answers

What is the main factor contributing to resistance to change within an organization?

<p>Lack of trust between employees and management (C)</p> Signup and view all the answers

Which approach is recommended to prevent resistance to change?

<p>Involving all those affected in planning for the change (B)</p> Signup and view all the answers

What are leader-managers primarily responsible for during the change process?

<p>Modeling new behaviors and assisting staff in adaptation (A)</p> Signup and view all the answers

Which of the following best describes formal organizational structure?

<p>Defines managerial authority and accountability (A)</p> Signup and view all the answers

What is the main characteristic of informal structure within an organization?

<p>It focuses on relationships among employees (C)</p> Signup and view all the answers

What is grapevine communication primarily associated with?

<p>Conversations occurring outside structured environments (D)</p> Signup and view all the answers

Which characteristic is essential in a bureaucracy?

<p>A clear division of labor (B)</p> Signup and view all the answers

Which negative effect may arise from informal structure communication?

<p>Difficulty in controlling misinformation (D)</p> Signup and view all the answers

What is the primary risk associated with groupthink in an organizational setting?

<p>Conformity leading to poor decision-making (D)</p> Signup and view all the answers

Which type of power is primarily derived from a person's position within an organization?

<p>Legitimate power (C)</p> Signup and view all the answers

What best describes empowerment in an organizational context?

<p>Transferring authority and inspiring self-confidence (C)</p> Signup and view all the answers

Which of the following statements about referent power is true?

<p>It involves identification with a leader or what they symbolize. (D)</p> Signup and view all the answers

What is the role of gender and racial diversity in preventing groupthink?

<p>It ensures varied interpretations and viewpoints. (C)</p> Signup and view all the answers

Which type of power is derived from knowledge and expertise?

<p>Expert power (B)</p> Signup and view all the answers

How does the authority--power gap affect employee behavior?

<p>Smaller gaps correlate with better fulfillment of expectations. (B)</p> Signup and view all the answers

What is a potential consequence of gaining power within an organization?

<p>It can lead to the acquisition of more power. (A)</p> Signup and view all the answers

Flashcards

Planned Change

A deliberate and thoughtful effort to make something happen, using knowledge and skills to effect change.

Driving Forces

Forces that push a system or individual towards change.

Restraining Forces

Forces that pull a system or individual away from change.

Accidental Change

Change that happens by drift, unintentionally, and unpredictably.

Signup and view all the flashcards

Change Agent

A person skilled in planning and implementing change, possessing communication, goal-setting, and problem-solving abilities.

Signup and view all the flashcards

Driving Force Examples

Examples of factors pushing for change, like increased pay, status, or family support.

Signup and view all the flashcards

Restraining Force Examples

Examples of factors preventing change, such as low energy, limited resources, or lack of transportation.

Signup and view all the flashcards

Unfreezing (Lewin)

The initial stage of change where the desire and need for change is established in the group.

Signup and view all the flashcards

Data Gathering in Unfreezing

Collecting information to understand the problem, and determine if change is needed.

Signup and view all the flashcards

Lewin's Rule: Gradual Change

Change should happen gradually, smoothly, and not rapidly.

Signup and view all the flashcards

Movement (Lewin)

The stage of change where strategies are developed, goals are set, and change is implemented.

Signup and view all the flashcards

Lewin's Rule: Planned Change

Change should be planned, not spontaneous; and thought out.

Signup and view all the flashcards

Refreezing (Lewin)

The final stage to stabilize change, integrating the change into the status quo.

Signup and view all the flashcards

Lewin's Rule: Good Reason for Change

Change should be enacted only for valid purposes.

Signup and view all the flashcards

Involve Affected Individuals

All people affected by a proposed change should participate in the planning process.

Signup and view all the flashcards

Driving Forces (Lewin)

Factors that promote change.

Signup and view all the flashcards

Restraining forces (Lewin)

Forces that impede change.

Signup and view all the flashcards

Resistance to Change

Employees resist change primarily due to a lack of trust in their managers or the organization.

Signup and view all the flashcards

Involve Affected Individuals

To reduce resistance, all people impacted by a change should take part in planning.

Signup and view all the flashcards

Manager's Role in Change

Managers must initiate change, serve as role models, and clearly communicate the impact on individuals and the organization.

Signup and view all the flashcards

Facilitating Change

Leaders must model the desired behavior and support staff in implementing required changes.

Signup and view all the flashcards

Communication in Change

Ensuring all understand the implications of the change; clear communication is necessary.

Signup and view all the flashcards

Formal Structure

Organizational structure emphasizing positions, formal power, and authority.

Signup and view all the flashcards

Informal Structure

Organizational structure based on employee relationships and informal power.

Signup and view all the flashcards

Grapevine Communication

Informal communication channels among employees, often through conversations and social media.

Signup and view all the flashcards

Bureaucracy

Organizational structure with specific divisions of labor and authority.

Signup and view all the flashcards

Maintaining change

Ensuring a change stays in place; avoiding a return to the previous state.

Signup and view all the flashcards

Rational-empirical strategies

Change strategies used when resistance to change is low, and the change seems logical.

Signup and view all the flashcards

Normative-re-educative strategies

Change strategies that use group norms and peer pressure to encourage change.

Signup and view all the flashcards

Power-coercive strategies

Change strategies using authority, sanctions, or power to implement change.

Signup and view all the flashcards

Complex Adaptive Systems Change Theory

Theory suggesting elements in a system interact non-linearly and unpredictably.

Signup and view all the flashcards

Chaos Theory

Theory of finding order in seemingly random data, especially in systems where small changes can have large effects.

Signup and view all the flashcards

Organizational aging

Organizations progress through stages. Established organizations tend to be inflexible, focused on rules and control.

Signup and view all the flashcards

Good reasons for change

To address problems, increase efficiency, and reduce workload.

Signup and view all the flashcards

Change implementation strategies

Strategies for implementing change, ensuring acceptance and minimizing threats.

Signup and view all the flashcards

Organizational Chart

A visual representation of the decision-making authority and structure of an organization.

Signup and view all the flashcards

Organizational Chart Limitations

Organizational charts don't show informal communication, authority levels, or the current reality of the structure.

Signup and view all the flashcards

Line Structure

A bureaucratic organizational structure found in large organizations; characterized by clear lines of authority.

Signup and view all the flashcards

Ad Hoc Structure

A temporary structure used for specific projects or tasks.

Signup and view all the flashcards

Matrix Structure

An organizational structure focusing on both products and functions.

Signup and view all the flashcards

Service Line Structure

A structure designed to address specific shortcomings in other structures.

Signup and view all the flashcards

Flattened Organizational Structure

An organizational structure with fewer management layers.

Signup and view all the flashcards

Chain of Command

The formal lines of communication authority shown on an organizational chart.

Signup and view all the flashcards

Centralized Organization

An organization that concentrates decision-making authority at the top-level.

Signup and view all the flashcards

Poor Organizational Structure

A structure with a flat hierarchy, causing problems with upward communication.

Signup and view all the flashcards

Good Organizational Structure

A structure with clear lines of communication and minimum management needed to make units functioning.

Signup and view all the flashcards

Organizational Structure

The way a hospital or organization is set up to function, including how tasks and responsibilities are divided and coordinated.

Signup and view all the flashcards

Management Style

The approach managers use to lead and motivate staff.

Signup and view all the flashcards

Personnel Policies & Programs

The rules and guidelines about how employees are treated and managed.

Signup and view all the flashcards

Professional Models of Care

Established ways of delivering nursing or healthcare.

Signup and view all the flashcards

Quality of Care

The degree to which care meets accepted standards.

Signup and view all the flashcards

Quality Improvement

Methods to enhance the quality of services.

Signup and view all the flashcards

Consultation & Resources

Accessing support and information to improve care.

Signup and view all the flashcards

Autonomy

The independence nurses have to make choices about patient care.

Signup and view all the flashcards

Community & Hospital

Relationship between the hospital and the community it serves.

Signup and view all the flashcards

Nurses as Teachers

Nurses educating others about healthcare.

Signup and view all the flashcards

Image of Nursing

Public perception of the nursing profession.

Signup and view all the flashcards

Interdisciplinary Relationships

Cooperation between different healthcare professionals.

Signup and view all the flashcards

Professional Development

Ways for nurses to improve their skills and knowledge.

Signup and view all the flashcards

Groupthink

A phenomenon where a group's desire for consensus overwhelms its critical thinking.

Signup and view all the flashcards

Referent Power

Power derived from the respect and admiration others have for the leader.

Signup and view all the flashcards

Expert Power

Power derived from knowledge, skills, or experience.

Signup and view all the flashcards

Empowerment

Increasing authority, responsibility, and freedom to act, while also boosting self-confidence.

Signup and view all the flashcards

Power

The authority and ability to achieve goals.

Signup and view all the flashcards

Authority-Power Gap

The difference between a manager's right to expect things and employees' actual compliance.

Signup and view all the flashcards

Reward Power

The ability to influence others through the offering of favors or benefits.

Signup and view all the flashcards

Legitimate Power

Power derived from a formal position or role.

Signup and view all the flashcards

Coercive Power

Power based on the ability to punish or withhold favors.

Signup and view all the flashcards

Charismatic Power

Power rooted in a leader's compelling personality and ability to inspire others.

Signup and view all the flashcards

Informational Power

Power based on possessing critical information.

Signup and view all the flashcards

Study Notes

Planned Change vs. Accidental Change

  • Planned change is a deliberate effort to implement changes
  • Accidental change happens by chance and is often unpredictable
  • A change agent is a person skilled in change implementation

Change Theory Stages

  • Unfreezing: the group needs to change
  • Movement: plan, set goals, involve those affected by change
  • Refreezing: change becomes integrated

Driving and Restraining Forces

  • Driving forces push the system toward change
  • Restraining forces pull the system away from change

Organizational Aging Characteristics

  • Age organizations have established "turf boundaries"
  • Function in an orderly and predictable fashion
  • Change is limited

Change Strategies

  • Change for solving problems, making procedures efficient, or reducing workload
  • Change should be viewed as not a threat
  • Supporters and non-supporters need to be balanced

Organizational Structure

  • Centrality: position on the chart, degree of communication
  • Scalar chain: decision making hierarchy based on position
  • Authority: official power to act
  • Responsibility: duty or task within position
  • Accountability: moral responsibility for actions
  • Formal structure: positions, power, and accountability
  • Informal structure: relationships, informal power

Organizational Chart

  • An organizational chart can show: roles, expectations, decision-making flow, lines of communication
  • Span of control: number of people reporting to a manager
  • Unity of command: each employee has only one manager

Organizational Culture

  • Values, languages, traditions, customs
  • How safe the organization is
  • The social environment
  • The physical environment
  • The power structure

Organizational Climate

  • Perceptions employees have regarding the organization
  • Positive or negative for the climate

Magnet Hospitals

  • Well-qualified nurse executives who have control
  • Self-governing, participatory climates
  • Autonomy of staff to practice their expertise
  • Support for professional development of staff

Power

  • Power is the ability to make things happen
  • Referent power: people admire or identify with a leader
  • Reward power: ability to reward
  • Legitimate power: derived from a position

Empowerment

  • Transferring authority, responsibility, and freedom to act
  • Inspire confidence in others

Studying That Suits You

Use AI to generate personalized quizzes and flashcards to suit your learning preferences.

Quiz Team

Related Documents

Planned Change in Healthcare PDF

Description

This quiz covers key concepts in change management, including planned vs. accidental change, the stages of change theory, and the forces driving or restraining organizational change. Assess your understanding of how organizations adapt to change and the strategies involved in effective implementation.

More Like This

Org. Change Ch. 4 (MC)
20 questions

Org. Change Ch. 4 (MC)

MatsoeMats avatar
MatsoeMats
Business Process Management Overview
24 questions

Business Process Management Overview

FeatureRichHazel avatar
FeatureRichHazel
Leadership Week 6 - Organizational Change
50 questions

Leadership Week 6 - Organizational Change

FasterMistletoe avatar
FasterMistletoe
Organizations and Organizational Change
40 questions

Organizations and Organizational Change

TenderGuitar avatar
TenderGuitar
Use Quizgecko on...
Browser
Open
Browser
Browser