Leadership: Navigating the Organization Flashcards
1
Q
Informal and formal organization relationship
A
Both the informal and formal organization should be aligned to each other
2
Q
Formal organization
A
- Usually formally documented
- Easier to see
- Slower to change than elements of organization’s informal structure
3
Q
Formal organizational features include
A
- Traditional reporting lines - managerial levels or hierarchy
- Decision-making process
- Funding process
- Organization’s strategy, mission, and values
- Events that may have shaped or may shape decision makers’ assessments
4
Q
Informal organizational strucures
A
- Based on interpersonal relationships that are complex and subtle and change frequently
- More challenging to learn
5
Q
How to observe informal organization
A
- Culture
- Social dynamics
- Values and beliefs though actions
- Type of behavior that is rewarded and what types of ideas are accepted
6
Q
Social Dynamics
A
- Degree of relationships with each other and across functional lines and hierarchial levels
- Also includes how people communicate (text, email, etc) and what they communicate
7
Q
Most valuable tool in observing informal organization
A
- How people interact in a variety of situations
- Identify those who are treated as leaders by others in the organizations
8
Q
How to identify people who are considered a leader
A
- Usually looked to for advise and comment
- Put forth ideas and plans with a history of success
- Management includes them on critical projects
9
Q
Gain a decision maker’s approval to allocate resources and initiatives
A
Requires building support with other stakeholders who can improve proposals and strengthen it to management
10
Q
Four types of allies in organization
A
- Bureaucratic black belts
- Tugboat pilots
- Benevolent bureaucrats
- Wind surfers
11
Q
Bureaucratic black belts
A
- Know the organization’s systems and know how to make things happen.
- Know decision-making processes and requirements.
- Can educate leaders about how to gather support for an idea and help them avoid mistakes that may damage their credibility or prolong the process.
12
Q
Tugboat pilots
A
- Have good political instincts.
- Have deep history with the organization and can predict reactions.
- Can point out other potential allies who may have a related interest and can benefit from an HR initiative.
13
Q
Benevolent bureaucrats
A
- Willing to partner but have their own agendas.
- HR must assess the impact of the other agendas on the HR initiative.
- These can add value if agenda does not compromise HR’s goals or decrease the HR initiative’s chances for acceptance
14
Q
Wind surfers
A
- Willing to partner only to share in any successes.
- Add little value to the initiative and to the process of gaining support.
- Simply want to attach themselves to it.
- It may be necessary to work with them—perhaps to satisfy a more valuable ally—but HR leaders must be mindful of the wind surfer’s goals and potential value.
15
Q
How to turn allies into partners
A
- Make and effort to understand the needs and goals of potential allies (personally and functionally)
- Requires building your own influence and knowing how to motivate others
