C h a p t e r 13 GLOSSARYGLOSSARY EXIT Glossary Modern Management, 9 th edition Click on terms for definitions Change agent Changing an organization Grid organization development (Grid OD) Managerial grid Matrix organization Organization development (OD) People change People factors Stress Stressor Structural change Structural factors Technological change Technological factors Virtual corporation Virtual office Virtual organization Virtual teams Virtual training

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A change agent is an individual inside or outside the organization who tries to modify an existing organizational situation.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Changing an organization is the process of modifying an existing organization to increase organizational effectiveness.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Grid organization development (Grid OD) is a commonly used organization development technique based on a theoretical model called the managerial grid.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A managerial grid is a theoretical model based on the premise that concern for people and concern for production are the two primary attitudes that influence management style.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A matrix organization is a traditional organizational structure that is modified primarily for the purpose of completing some kind of special project.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Organization development (OD) is the process that emphasizes changing an organization by changing organization members and bases these changes on an overview of structure, technology, and all other organizational ingredients.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary People change is a type of organizational change that emphasizes modifying certain aspects of organization members to increase organizational effectiveness.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary People factors are attitudes, leadership skills, communication skills, and all other characteristics of the organization’s employees.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Stress is the bodily strain that an individual experiences as a result of coping with some environmental factor.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A stressor is an environmental demand that causes people to feel stress.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Structural change is a type of organizational change that emphasizes modifying an existing organizational structure.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Structural factors are organizational controls, such as policies and procedures.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Technological change is a type of organizational change that emphasizes modifying the level of technology in the management system.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Technological factors are any types of equipment or processes that assist organization members in the performance of their jobs.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Virtual corporation is an organization that goes significantly beyond the boundaries and structure of a traditional organization.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A virtual office is a work arrangement that extends beyond the structure and boundaries of the traditional office arrangement.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Virtual organization is an organization having the essence of a traditional organization, but without some aspect(s) of traditional boundaries and structure.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Virtual teams are groups of employees formed by managers that go beyond the boundaries and structure of traditional teams.

© Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Virtual training is a training process that goes beyond the boundaries and structure of traditional training.