L6: Organizational Development Flashcards
A coordinated group of people who perform tasks to produce goods or services, colloquially referred to as companies.
ORGANIZATION
Planned, organization-wide effort to increase
organizational effectiveness through behavioral science knowledge and technology.
AREA OF SPECIALIZATION DEVOTED TO THE
STUDY OF FACILITATING ORGANIZATIONS TO
DEVELOP OR CHANGE THEMSELVES IN RESPONSE TO ENVIRONMENTAL INFLUENCES
ORGANIZATIONAL DEVELOPMENT
OD practitioner; catalyst for change within the
organization
Change agent
The process begins with recognizing problems.
START POINT
Programs and processes designed to
improve the organization’s functioning
Interventions in OD
Involves systematic collection data, widely used intervention strategy
Interpretation of results of organizational members to initiate problem-solving.
SURVEY FEEDBACK
Develop teams or enhance the effectiveness of the existing teams.
Refers to activities that help teams improve
productivity, communication, performance, and employee engagement.
TEAM BUILDING
Makes use of outdoors and entails various
physical and mental exercise
Outdoor Experiential Training
Approach that seeks to improve quality and
performance by placing customer satisfaction at the center.
Also known as continuous improvement or quality management; focuses on employee involvement in the control of quality in
organizations.
Total Quality Management
Involves paying employees a bonus based on improvements in productivity
System of management in which an
organization seeks higher levels of
performance through the involvement and
participation of its people
Gainsharing
Focus on improving organizational effectiveness and employee performance
by focusing on technology and the structure of the organization.
Focus on the technology and structure of
organizations
Technostructural Interventions
5 types of Technostructural Interventions
Functional Organizational Design
Product-Based Organizational Design
Matrix Structure
Reengineering
Information Technology
Most basic, structured according to the various functions of the employees, groups employees to various departments based
on their expertise; create job specialist and overly focused on their own department
and are of specialization
Functional Organizational Design
Organized based on their product output, allows the managers of a particular division to focus exclusively on that division, creating greater commitment and cohesion within the
division; operates as a separate entity
Product-Based Organizational Design
Combined function and products structures
Matrix Structure
Involves fundamental rethinking and redesign of business processes to improve critical performance as measures by cost, quality, service, and speed
Reengineering
Science of collecting, storing, processing, and
transmitting information
Information Technology
Places where employees are able to use their connections with others, their strengths, positive emotions, sense of purpose, knowledge and goodness to increase their
motivation and engagement, and achieve excellence and success in their work
POSITIVE ORGANIZATIONAL DEVELOPMENT
Scientific study of the strengths and virtues of
individuals and institutions rather than their weaknesses and impairments.
Positive Psychology
Help participants uncover existing strengths,
advantages, or opportunities in their
communities, organizations, or teams
Engages employees by focusing on positive messages, the best of what employees have to offer, and the affirmation of past and
present strengths and successes.
Appreciative Inquiry
4 stages of Appreciative Inquiry
Discovery
Dream
Design
Destiny
Determine the strengths
Participants engage in a dialogue designed
to surface the most positive features of a
community, organization, or team
Discovery
Information gathered from discovery is analyzed and elaborated upon to arrive at a vision statement or focused intent
Participants collaboratively envision a desired
future for their community, organization, or team.
Dream
Designing innovative ways to identify where the organization should be going
Participants begin to co-constructively
design a new or refashioned community,
organization, or team.
Design
Design is maintained or sustained in this stage
Final step in an Appreciative Inquiry process is
the implementation of the collective design.
Destiny
Any intervention primarily directed toward
creating a new vision for an organization and changing its beliefs, purpose, and mission.
Organizational Transformation
Alteration of a pattern of beliefs, values, norms, and expectations shared by organizational members
Culture Change
Organizations enhance their operations through attempts to generate, transform, disseminate, and use their knowledge
Knowledge Management
Process of altering organizations to be more adaptive and congruent with their business environment
Organizational Change
Sensitivity training, use of unstructured group interaction to help workers gain insight into their motivations and their behavior patterns in dealing with others.
Type of experience-based learning.
T-Groups
Use of power to achieve personal or organizational goals.
Process to achieve power
Politics
Involves any action taken to influence the behavior of others to reach personal goals
Agenda of each employee within a company and the activities they engage in to acquire, increase, and wield power and resources to gain a desired outcome
Organizational Politics
Comes from an individual’s position in the organization and from the control over important organizational resources conveyed by that position
Ability that you have to influence the behavior
of another stakeholder in your organization.
Organization Power
Area or the group of people from which
they get the most support, and which
enables him or her to become powerful
POWER BASES
2 TYPES OF ORGANIZATIONAL
COMMUNICATION
Formal
Informal
3 Types of formal communication
Upward
Downward
Horizontal/Lateral
Communication within an organization in which the direction of communication is from employees up to management.
Serves as control system for the
organization wherein subordinates
communicate to the higher levels.
Upward
Communication within an organization in
which the direction of communication is from
management to employees.
Provides information from the higher levels
to lower levels.
Downward
Communication that occurs between people at the same level in an organization
Aims at linking related tasks, work units and
divisions in the organization, among co-workers with the same level or hierarchical positions.
Horizontal/Lateral
An unofficial, informal communication network
Informal method of communication within a company.
Grapevine Patterns
Individual’s voluntary goal-directed behavior
that contributes to organizational objectives.
Task Performance
Refers to performing the work efficiently and accurately.
Proficient Task Performance
Refers to how well employee modify their thoughts and behaviors to align with and support a new and changing environment
Adaptive Task Performance
Refers to how employees take the initiative to and anticipate and introduce new work patterns that benefit the organization
Proactive Task Performance
Various forms of cooperation and helpfulness
to others that support the organization’s social and psychological context.
Organizational Citizenship Behaviors
Voluntary behaviors that have the potential
to directly or indirectly harm the organization or its stakeholder.
COUNTERPRODUCTIVE BEHAVIOR
Forming the employment relationship and staying with the organization
JOINING/STAYING WITH THE
ORGANIZATION
Employees need to attend office regularly.
MAINTAINING ATTENDANCE
Extent to which an employee identifies with and is involved in an organization.
ORGANIZATIONAL COMMITMENT
3 types of organizational commitment
Affective
Continuance
Normative
Extent on which the employee wants
to remain with the organization, cares
about the organization and is willing to exert effort on its behalf.
Affective
Extent to which an employee believes
she/he must remain with the organization due to the time, expenses and effort that she/he already put into it or the difficulty she would have in finding another job.
Continuance
Extent to which an employee feels obligated to the organization and, as a result of this obligation, must remain with the organization.
Normative
Give 2 ORGANIZATIONAL STRUCTURES AND SYSTEMS
Functional
Multidimensional
Divides the organization into departments based on the functions or task performed.
Functional
Based on type of products or clients.
Divides the org into self-contained divisions
MULTIDIMENSIONAL/DIVISIONAL
Basic organizational design structure with low
departmentalization, little work specialization, wide spans of control, centralized authority (typically the owner has the most of the power) and little formalization or rules that govern operation.
Few people, minimal hierarchy
Simple
Span of control is larger, fewer management levels, focused on empowering, employing rather than adhering to the chain of command by encouraging autonomy and self-direction; common when the task is repetitive and requires minimal supervision
Large span of control, few management levels
FLAT/PROCESS STRUCTURE
Managers have smaller span of control, longer chain of command, provide clear, distinct layers with obvious lines of responsibility and control and a clear promotion structure.
Small span of control, multiple hierarchical levels
TALL
Team members report to several managers at
once
Structured of both function and product simultaneously
MATRIX
Workers have defined jobs, not narrowly specialized positions common to traditionally structured organizations, collaborate among workers, and share skills and resources.
Emphasizes collaboration and teamwork
TEAM ORGANIZATION/TEAM-BASED
Temporary, nontraditional organization of members from different departments or positions within a traditional structure who are assembled to complete a specific job or project.
Build product or serve client through an alliance of several
PROJECT TASK FORCE/NETWORK
Decision-making is handled at the top of the hierarchy
Centralized
Decision-making is handled by various levels in org
Decentralized
Characterized by narrow span of control and high degree of formalization and centralization.
MECHANISTIC
Operate with a wide span of control,
decentralized decision-making, and
little formalization.
ORGANIC
Set of propositions that explains or predicts how groups and individuals behave in varying
organizational structures and circumstances.
Organizational Theory
Theory developed in the early 20th century that described the form and structure of organizations
Classical Theory
4 Basic Components of Organization
A system of differentiated activities
People
Cooperation toward a goal
Authority
4 Major Structural Principles
Functional Principle
Scalar Principle
Line/Staff Principle
Span-Of-Control Principle
Concept behind the division of labor, that is,
organizations should be divided into units that performs similar functions in areas of specialization
Functional Principle
Deals with the organization’s vertical growth and refers to the chain of command that grows with levels added to the organization.
Scalar Principle
Primary responsible
Line Functions/Positions
Supports the line position
Staff Functions/Positions
Refers to the number of subordinates a manager is responsible for supervising
Span-Of-Control Principle
Based on the concept of applying scientific principles to the study of work behavior to help increase worker efficiency and productivity.
Scientific Management
Initially developed by Max Weber in the late 1800s, it is a classical theory which describes the structure, system, and operation of many
efficient organizations
Bureaucracy
Give 2 Characteristics of a Bureaucratic Organization
Rules and Regulations
Impersonality
Specialized tasks and responsibilities allocated to individuals based on their roles.
Division of Labor
Clear lines of authority from top to bottom, with each level supervised by the one above it.
Hierarchy of Authority
Explicit rules and procedures that govern the
organization, ensuring consistency and predictability.
Rules and Regulations
Decisions are based on reasoning rather than personal preferences/biases and emotional thinking.
Impersonality
Employment and promotion based on merit and qualifications rather than personal
relationships and favoritism.
Career Orientation
Rigid adherence to rules and the potential for stifling creativity and innovation.
Drawbacks
Aims to improve organizational productivity by focusing on methods that managers can use to synchronize internal processes.
Administrative Management
5 FUNCTIONS OF MANAGERS
Planning
Organizing
Commanding
Coordinating
Controlling
Developed around the mid-20th century as a response and extension to the limitations of the Classical Theory
Neoclassical Theory of Organizations
Series of experiments that significantly influenced the understanding of workplace
dynamics and human behavior within
organizations.
Hawthorne Studies
Emphasized the significance of cooperation and communication within organizations for effective functioning.
The Cooperative System
Organizational success in terms of employee
motivation and the interpersonal relationships that emerge within the
organization
Humanistic Theory
McGregor’s preferred management view, which he believes will lead to more satisfied employees and more effective organization.
Theory Y
Organizations that acknowledged and aided this growth would be more likely to prosper than those that ignored or actively inhibited this growth.
Theory of Adult Personality
Encompasses various perspectives and models that have evolved to understand and manage organizations in today’s complex and dynamic environments.
Modern Organization Theory
Management approach focused on continuously improving the quality of products, services, and processes within an organization.
Total-Quality-Management (TQM)
Involves planning a change, implementing it, checking the results, and acting on what is learned to continuously improve processes.
Plan-Control-Improve
JURAN TRILOGY
Quality Planning
Quality Control
Quality Improvement
Highlighted the significance of leveraging and organizing knowledge within a company to improve efficiency, innovation, and competitive advantage.
Knowledge Management
Revolves around fostering an environment where learning is prioritized, enabling continuous improvement, adaptability, and
innovation.
The Learning Organization
5 Disciplines of Learning Organization
a. Building a shared vision
b. Systems Thinking
c. Mental Models
d. Team Learning
e. Personal Mastery
Emphasizes making managerial decisions based on credible and empirical evidence rather than relying solely on intuition or popular trends.
Evidence-Based Management
Focuses on strategies for gaining a competitive advantage in the market.
Competitive Strategy
3 Types of Strategies
Cost leadership
Differentiation
Market Segmentation
Refers to the actions in which a company
or business alters a major component of its organization, such as culture, technology, infrastructure, etc.
ORGANIZATIONAL CHANGE
Implementation of change through systematic planning, organizing, and implementation of change to reach a desirable future state without affecting the continuity of business.
Organizational Transition
The first step in organizational change, in which employees look for practices and policies that waste time and are
counterproductive.
SACRED COW HUNT
Unnecessary paperwork
Paper Cow
Number and length of meetings
Meeting Cow
Unnecessary deadlines
Speed Cow
5 STAGES DURING MAJOR ORGANIZATIONAL CHANGES
Denial
Defense
Discarding
Adaptation
Internalization
2 TYPEs OF CHANGE
EVOLUTIONARY CHANGE
REVOLUTIONARY CHANGE
5 TYPES OF THE PERSON BEING CHANGED
1.) CHANGE AGENTS
2.) CHANGE ANALYSTS
3.) RECEPTIVE CHANGER
4.) RELUCTANT CHANGER
5.) CHANGE RESISTER
“ If it ain’t broke, break it.”
CHANGE AGENTS
“If it ain’t broke, leave it alone; if it’s broke, fix it.”
CHANGE ANALYSTS
“If it’s broke, I’ll help fix it.”
RECEPTIVE CHANGER
“Are you sure it’s broken?”
RELUCTANT CHANGER
·“It may be broken, but it’s still better than the unknown.”
CHANGE RESISTER
The shared values, beliefs, and traditions that exist among individuals in an organization.
ORGANIZATIONAL CULTURE
5 STEPS IN CHANGING CULTURE
Needs Assessment
Determining Executive Directions
Implementation Considerations
Training
Evaluation of the New Culture
