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Leadership and Change > Exam Study - Ch. 16: Organisational Performance & Development > Flashcards

Exam Study - Ch. 16: Organisational Performance & Development Flashcards

1
Q

What is the most important factor in the success of innovation initiatives?

A

managers

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2
Q

Productivity and performance are more influenced by ………….. than economic or regulatory influences.

A

what happens inside the organisation.

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3
Q

Productivity is linked closely to …….

A

the adoption and utilisation of new management practises

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4
Q

What are “signature processes”?

A

Practises/processes that are difficult for rivals to copy.

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5
Q

What are the essential elements of effectiveness?

A
  • Efficiency & optimum use of resources
  • Output related to purpose
  • Performance meeting/exceeding customer expectations
  • Adaptability to environment
  • Innovation
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6
Q

What qualities are needed in a manager?

A
  • Technical competence
  • Social & human skill (the ability to influence people)
  • Conceptual ability
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7
Q

What are the attributes of excellence? (Peter & Waterman study)

A
  • bias for action
  • close to the customer
  • autonomy & entrepreneurship
  • productivity through people
  • hands-on, value driven
  • stick to the knitting
  • simple forms & lean staffing
  • simultaneous loose-tight properties
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8
Q

What’s the difference between efficiency and effectiveness?

A

Efficiency = doing things right and is related to inputs of what the manager does. (Clarifying goals, planning, organising, directing and controlling).

Effectiveness = doing the right things. Relating to the output and what the manager achieves. (Obtaining best possible outcomes, optimum use of resources, increased profits, achieving goals)

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9
Q

Managerial effectiveness is a result of……

A
  • personal attributes

  • meeting demands of the situation

  • satisfying the requirements of the organisation
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10
Q

A manager’s effectiveness can be assessed by…..

A
  1. The strength of motivation and morale of staff

  2. The success of their training and development
  3. Creating an organisational environment where staff works willingly and effectively
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11
Q

What is the 3D model of managerial behaviour? (Reddin)

A

Managers are only effective if they adopt the appropriate style of behaviour.

Managerial behaviour is determined by the level of:

  • Task orientation
  • Relationship orientation
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12
Q

What are the four managerial behaviour styles according to Reddin?

A
  1. Related
  2. Integrated
  3. Separated
  4. Dedicated

They are similar to Blake & Mouton’s managerial grid

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13
Q

Define effective time management.

A

Making the best use of limited time towards achieving goals.

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14
Q

What is a “learning organisation”?

A

A culture of continuous learning for all employees

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15
Q

What are the key activities of learning organisations?

A
  • systematic problem-solving
  • experimentation with new approaches
  • learning from their own experiences and history
  • learning from the experiences/best-practices of others
  • transferring knowledge quickly & efficiently throughout the organisation
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16
Q

What is meant by “Total Quality Management”?

A

TQM is a way of life for an organisation as whole. Committed to total customer satisfaction through a continuous process of improvement & contribution/involvement of people.

Deming: visionary leadership and the responsibility of top management is crucial to initiate change. Pride in work and process control, with good management is key.

17
Q

When implementing TQM, attention must be given to:

A
  • Effective education & training

  • Empowerment

  • Motivation to take ownership of quality

  • Systems of communications at all organisational levels
18
Q

Explain the concept of Kaizen.

A

Kaizen is a Japanese concept meaning “improvement”.

Kaizen is based on:


  • daily activity of continual evolutionary change

  • the elimination of waste

  • the belief that the individual workers know more about their own jobs than anyone

Kaizen is traditionally embedded in a hierarchical structure but gives considerable responsibility to employees.

19
Q

Explain the concept of Poke-Yoke.

A

It is an approach for mistake-proofing. I.e. processes using automatic devices/methods to avoid simple human errors.

20
Q

What are the steps in performing a “Failure Modes and Effects Analysis”?

A
  1. Critically examine the system
  2. Divide the system into its various components
  3. Examine each individual component
  4. Examine all potential failures for each individual component and decide what effect the failures may have
21
Q

What does “Business Process Re-engineering” do? (Hammer & Champy)

A

It is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance (cost, quality, service & speed)

22
Q

What is meant by “benchmarking” and “gap analysis”?

A

Benchmarking = comparing aspects of your organisation or service to someone who is better at them.

Gap analysis = investigating the gap between the vision, objectives and goals of the organisation and actual levels of performance.

23
Q

How does the benchmarking process look like?

A
  1. Determine what to benchmark
  2. Identify KPIs to measure
  3. Identify best-in-class companies
  4. Measure performance of BIC & compare to your own performance
  5. Define and take action to meet or exceed the best performance
24
Q

What are the 3 types of benchmarking?

A
  1. Competitive benchmarking (product, process, business perfromance)
  2. Process benchmarking
  3. Strategic benchmarking
25
Q

What is meant by “internal benchmarking”?

A

The ability to identify and transfer best practices within the organisation process.

  1. Identify & collect internal knowledge
  2. Share those practices
  3. Adapt and apply to new situations
26
Q

Explain McKinsey’s 7S Framework.

A

It is a management model developed as a tool to analyse organisational design. Which can be used to check if an organisation is touching the 8 factors of excellence.

  1. Structure (the way the company is organised, chain of command, relationships, organisational chart)

  2. Strategy (well curated business plan, which ensures a plan of action)
  3. Skills
  4. Systems (rewards, policies)
    
5. Shared values (mission, vision)
    
7. Style (leadership/management style)

  5. Staff
27
Q

What are the 4 steps to apply McKinsey’s 7S Framework?

A
  • know the areas that are not effectively aligned
    
- determine optimum organisation design (SMART design)
    
- what changes need to be made and where?

  • implement the change (unfreeze, move, re-freeze)

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