OTD Exam Questions Verified Marking Scheme New Update (A Pass)
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OTD Exam Questions Verified Marking Scheme New Update (A Pass)
Management as control - Answers - Management involving planning, organizing, commanding, coordinating and controlling; the organization is treated as a machine
Management as shaping - Answers - Managing is about shaping an organiz...
OTD Exam Questions Verified Marking
Scheme New Update (A Pass)
Management as control - Answers -✔✔ Management involving planning, organizing,
commanding, coordinating and controlling; the organization is treated as a machine
Management as shaping - Answers -✔✔ Managing is about shaping an organization
and what happens in it; the organization is anthropomorphised.
Empirical-rational strategies - Answers -✔✔ assume that people are rational and follow
their own self-interest.
Normative-re-educative strategies - Answers -✔✔ assume that changes occur when
people dispense with their old, normative orientations and gain commitment to new
ones.
Power-coercive strategies - Answers -✔✔ rely upon achieving intentional change by
those with greater (legitimate, coercive) power gaining compliance in behavior from
those with lesser power.
Change manager as Director - Answers -✔✔ Change is a strategic choice that
managers make and the survival and general well-being fo the organization depends on
them.
Change manager as navigator - Answers -✔✔ Change is partially controllable with
change managers as navigators that navigate the process toward an outcome not all of
which will be intentional.
Change manager as caretaker - Answers -✔✔ Management is still seen as control, but
the ability to exercise control is severely constrained by a variety of forces (internally &
externally), that propel change relatively independent of a manager's intentions;
managers are caretakers, shepherding their organization along as they can.
Life-cycle Theory - Answers -✔✔ organizations go through a natural, development
cycle (birth - growth - maturity - decline/death) and change managers can do little to
stop this.
Population Ecology Theory - Answers -✔✔ focus on how the environment selects
organizations for survival or extinction
Institutional Theory - Answers -✔✔ There are external forces that are inexorable and
individual managers have only limited ability to implement change outcomes that are at
odds with these forces.
,Change manager as coach - Answers -✔✔ Change managers are able to intentionally
change the organization's capabilities in particular ways, to ensure success in a
competitive situation; building the right set of values, skills, drills.
Change manager as interpreter - Answers -✔✔ Change managers need to be able to
provide legitimate arguments and reasons for why their actions fit within the situation
and should be viewed as legitimate, to organizational members.
Change manager as nuturer - Answers -✔✔ Assumes that even small changes may
have a large impact on organizations and managers are not able to control the outcome
of these changes.
Chaos theory - Answers -✔✔ assumes that organizational change is nonlinear, is
fundamental rather than incremental, and does not necessarily entail growth.
Confusion/Taoist Theory - Answers -✔✔ organizational change outcomes are not
intended so much as produced through the nurturing of a harmonious Yin-Yang
philosophy in which each new order contains its own negotiation.
Mimetic isomorphism - Answers -✔✔ when organizations imitate the structures and
practices of other organizations in their field or industry usually ones that they consider
as legitimate or successful.
Coercive isomorphism - Answers -✔✔ Organizations are forced to take on activities
similar to those of other organizations because of outside demands placed on them to
do so.
Organizational learning theory - Answers -✔✔ argues that environmental pressures
such as market decline will lead to innovative organizational adaptation and change as
managers learn from the problems and try to close the gap between performance and
aspirations
Threat-rigidity theory - Answers -✔✔ Argues that environmental pressures will inhibit
innovative change as managers' cognitive and decision-making processes become
restricted when confronted with threatening problems.
Type 1 error - Answers -✔✔ when the environment is (objectively) stable, but
managers perceive it as turbulent and take (unnecessary) actions accordingly.
Type 2 error - Answers -✔✔ when managers threaten the survival of their firms by
failing to take actions as they perceive their environment as stable when it is
(objectively) turbulent.
, constructivist view - Answers -✔✔ the outside world is brought into existence through
individuals' perceptions of it.
Bridging strategies - Answers -✔✔ designed to keep the organization effective by
adapting parts of it to changes happening in the outside environment
Buffering strategies - Answers -✔✔ Designed to keep the organization efficient by
avoiding change through shielding parts of it from the effects of the environment.
First-Order, incremental change - Answers -✔✔ maintain and develop the organization:
changes designed, almost paradoxically, to support organizational continuity and order
Second-Order, discontinuous change - Answers -✔✔ entails not developing, but
transforming the nature of the organization.
Tuning - Answers -✔✔ Improving, enhancing, developing.
Reactive to anticipated changes to the external environment.
(First-order change)
Reorientation - Answers -✔✔ Reorienting identity/values.
Frame bending: major modification of the organization but by building on past strengths
and history.
Adaptive - Answers -✔✔ Internally oriented; reactive to changes made by other
organizations.
Re-creation - Answers -✔✔ Fast change of all basic elements.
Frame breaking: major upheaval where the organization breaks with past practices and
directions.
(Second-order change)
Autocratic organizations - Answers -✔✔ discourage initiative by removing responsibility
Meritocratic organizations - Answers -✔✔ constrain individual initiative and action by
tightly regulating controls and procedures throughout the company.
Social club organizations - Answers -✔✔ Discourage individual initiative by requiring
confirmation to the team rather than to work itself.
Punctual Equilibrium Theory - Answers -✔✔ portrays organizations as evolving through
relatively long periods of stability (equilibrium periods) in their basic patterns of activity
that are punctuated by relatively short bursts of fundamental change (revolutionary
periods).
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