Few Important Keywords in Management Functions and Behaviours Part IV

Listed Few Important keywords on Managing Change:


Adaptive-coping Cycle: The attributes of an organisation change in order to help it
cope with changes in the environment.

Amoeba Syndrome: Lack of strong direction from top executives, not enough
structure, order or guidance leading to activity trap. Doing things without knowing
where one is leading.

Anarchy Syndrome: A situational upheaval where leadership responsibilities,
functions and resources are in dispute.

Bottoms-up Strategy: A change implementation strategy which assumes that
employees welcome change and should be involved in imitation of change.

Buggywhip Syndrome: Clinging to obsolete products, services and practices which
no longer have potential for sustaining its livelihood.

Change Agents: Members of an organisation whose role involves strategies and.
procedures for inducing change in the organisation.

Deadlock Syndrome: Stand off condition between management and leader of work'
force leading to antagonistic relation between the factions.

Diagnostic Variables: Are the eight independent factors which need to be assessed
before the strategy for implementing change is decided upon.

Differentiation: Division of the organisation into specialised subsystems to cope
with various demands imposed upon by the environment.

Domino Effect: A situation where one change sets off other changes in an
organisation owing to interdependence of various subsystems.

Driving Forces: These are pressures or the needs for change which demand
corrective action, which must be perceived by every manager.

Evolutionary Change: In course of time, every organisation exhibits change which
is slow, smooth and gradual from birth to maturity to decline and may be even death.

Growth Phases: An organisation, like a living organism passes through various
stages of growth such as birth, maturity, decline and death.

Integration: Refers to the unity of purpose and commonality of wider goals that
holds the diverse and specialised subsystems of an organisation together.

Moving Phase: This phase involves actual change in the various components, for
subsystems of an organisation.

Mom and Pop Syndrome: Small company managers can not/will not help the
company grow past the awkward stage.

Myopia Syndrome: No future orientation, little thought to strategy, sense of
direction and advance planning.

Proactive Change: Change that anticipates a desired state of affairs. It contrasts with
reactive change as purposive behaviour contrasts with reflexive behaviour.

Purposive Response: It is a response to a stimulus that involves planning and
coordination of effort with respect to the goal in mind.

Rat-race Syndrome: Toxic climate coming from oppressive, primitive, slave driving
policy.

Reactive Change: Change that is initiated in response to needs as force generated by
the organisation's interaction with the environment.

Reflexive Response: it is the immediate, spontaneous, automatic and unthinking
reaction to a stimulus.

Refreezing Phase: It involves reinforcing newly generated changes through a
process of countering instability and ensuring compatibility between various
subsystems.

Remote Control Syndrome: Too much administrative or executive control from the
parent body. Decision-making autonomy is seriously impaired.

Resisting Forces: Personality and social system related factors that generate
responses which tend to check onset of change.

Revolutionary Change: Every now and then, there emerges a crisis situation in an
organisation, which necessitates a rapid, visible, radical shake up in its structure,
policies, procedures or personnel.

Rigor Mortis Syndrome: Conditions of inertia and constricted activity prevail.
Primary organisation value is structure and order.

Tops-down Strategy: A change implementation strategy that believes in change
coming by way of directives from top management as being entirely appropriate.

Unfreezing Phase: This initiates the change process. It leads to recognising the need
for change after having questioned existing value suppositions.

Young Turk: Is a type of change agent who is young, dynamic, pushy, persistent and
ambitious. His new ideas tend to challenge status quo.