Org. Effectiveness and Development Flashcards
Successful interventions
Aligned to strategy
Collaborative
Involve top management
Fact based
Failed interventions
Lack of support from leadership
Poorly planned/last minute
“Analysis paralysis”
Too much to change at once
Work specialization
work is performed separately/”siloed” - degree to which tasks are performed as separate jobs
Formalization
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.
Layers of hierarchy
Flat organization vs. Chain of Command
Flat organization/wide span of control - many EE’s report to 1 supervisor. Benefit is you don’t need as many leaders; people may have access to top leadership
Chain of command/narrow span of control - more layers to reporting structure
Mechanistic vs. Organic
Mech - more hierarchical/formal
Organic - more flat, flexible, agile
Functional structures
Departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR
Could also be defined by process: ex: design, supplies procurement, manufacturing, sales and marketing, distribution, and customer service.
Product structures
Functional departments are grouped under major product divisions -
Products A, B, and C each have their own marketing, operations, HR, etc
Geographic structures
similar to a product structure, with the exception that geographic regions or countries—rather than products—define the organizational chart.
Matrix structures
Creates a dual rather than single chain of command. Some employees report to two managers rather than one, with neither manager assuming a superior role.
The project or program manager interacts with the employee about project work; the functional manager may be responsible for regular performance reviews and career development.
This structure requires good communication and collaboration between the managers. Without it, employees may become overworked and stressed.
RACI matrix
Defines who owns which portion of an activity
Responsible - performs the activity
Accountable - tracks progress, reports to management
Consulting - provides advice and information necessary to perform the task
Informed - receives communication about activities but does not perform or consult
Decision Making Authority
Describes how decisions are made within the organization.
Authority relates to the scope of responsibilities that define the area in which a manager or supervisor is empowered to make decisions.
The organization determines which decisions can be made at each level of the organization and within each function in order to ensure that the best decisions are made in the most timely manner.
Goal(s) of Team or Unit Interventions
Goal may be to improve team processes, how teams function, correct dysfunctional behaviors, build trust
Team Formation - 4 steps from Bruce Tuckman
Forming - low commitment and communication
Leader’s role - provide vision of ultimate expectations, encourage perseverance
Storming - high conflict and dissent, higher levels of distrust and negativity
Leader - enforce ground rules, increase levels of engagement, provide coaching
Norming - growing sense of common direction, defined responsibilities are understood
Leader - facilitate communication and group decision making
Performing - High levels of productivity and self-direction
Leader - monitor, evaluate, foster improvement, motivate by celebrating accomplishments
Types of Group Roles:
Task roles
Social roles
Dysfunctional roles
Roles we may naturally fall into in a team
Role can change based on where you are in the group
Task roles - siloed, blinders on, very on task
Social roles - help maintain relationship, reduce conflict, keep movement in positive direction
Dysfunctional roles - person creates more distrust or resistance, overly negative
