3 - Organization: Organization Effectiveness & Development (From Study Group) Flashcards
1
Q
Storming
A
2
- High levels of conflict and dissent
- Leader’s role: Enforce ground rules, increase levels of engagement, provide coaching
Bruce Tuckman
2
Q
Redesigning the Organization
A
Organizational design optimizes elements that support an organization’s functioning, including:
- The organization’s mission and vision and the strategies it is pursuing to achieve its goals.
- The way decisions are made.
- The way information is communicated.
- The processes used to perform work and the degree to which and how those processes connect parts of the organization’s structure.
- The systems used to align the organization’s needs with the resources required to fill those needs.
3
Q
Talent Development Interventions
A
Identify talent needs.
- Clarify performance standards.
- Identify competency deficiencies.
Develop existing staff.
- Coordinate selection processes.
- Develop comprehensive workforce development initiatives.
Build talent pool.
- Communicate performance expectations.
- Develop coaching or mentoring programs and internal social networks.
4
Q
Matrix Structures
A
- Combines departmentalization by division or program and function to gain the benefits of both.
- An organization may use when the vertical hierarchy begins to obstruct value activities—when silos get in the way of collaboration.
- Includes cross-functional teams who may work together to design, develop, and market products.
- Creates a dual rather than single chain of command. As a result, some employees report to two managers rather than one, with neither manager assuming a superior role
5
Q
Product or Customer Structure
A
Functional departments are grouped under major product divisions
6
Q
Characteristics of Effective Interventions
A
- Strategically aligned
- Collaborative
- Supported by top management
- Producing sustainable results
- Supporting continuous improvement
- Using common tools
- Using common language
- Explicit assumptions
- Fact-based
- Oriented toward systems and processes
- Flexibility
- Multiple perspectives
7
Q
Team Formation
Bruce Tuckman
A
- Forming
- Storming
- Norming
- Performing
8
Q
Organizational Culture Intervention
A
- Describe current culture
- Identify the aspirational culture
- Identify gaps and conflicts
- Develop change initatives
9
Q
Mechanistic and Organic Organizations
A
- Mechanistic organization tends to be highly specialized, hierarchical, and formal
- Organic organization job boundaries are less distinct and there are fewer levels of decision makers and a more flexible approach to structures and rules.
10
Q
Team or Unit Interventions
A
Goal may be to improve team processes and interactions through:
- Developing a team identity.
- Correcting dysfunctional behaviors.
- Redefining processes to remove conflicts and improve coordination.
- Building trust and helping diverse teams overcome cultural and geographic distances.
11
Q
Norming
A
3
- Growing sense of common direction, defined responsibilities and processes
- Leader’s role: facilitate communication and group decision making
Bruce Tuckman
12
Q
Staff units
A
- Assist the line units by performing specialized services for the organization
- Accounting or HR.
13
Q
Forming
A
1
- Low levels of commitment and communication
- Leader’s role: provide vision, describe expectations, encourage perseverance
Bruce Tuckman
14
Q
Formalization
A
- The extent to which rules, policies, and procedures govern the behavior of employees in the organization.
- The more formal the organization, the greater the written documentation, rules, and regulations.
15
Q
Functional Structure
A
Departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR
Advantages
- Easy to understand
- Specializations develop
- Economies of scale
- Easier communication within functions
- Clear career paths
Disadvantages
- Weaker customer or product focus
- Potentially weak communication among functions
- Weak grasp of broader organizational issues
18
Q
Organizational Model
A
- Structure—the way the organization separates and connects its pieces.
- Systems—the policies that guide behavior and work, the processes that define how tasks will be performed, and the technology or tools used to support that work.
- Culture—the set of beliefs, attitudes, values, and behaviors shared by members of the organization and passed on to new members.
- Values—principles that the organization and its leaders have explicitly selected as a guide for decisions and actions.
- Leadership—the model of behavior that leaders set for the rest of the organization.
The way these elements are implemented and aligned can affect:
- The motivation employees apply to their work.
- Employees’ engagement or identification with their work and the organization’s goals.
- Performance levels and results—i.e., the effectiveness and efficiency in reaching goals—for the entire organization, for its structural pieces (e.g., divisions, functions, teams), and for individual employees.
- Governance—the organization’s ethical and legal compliance and its approach to managing risk.
21
Q
Geographic Structure
A
- Geographic regions or countries—rather than products—define the organizational chart
- Each region or country has its own complete and self-sufficient set of functions
