✔️ [Org] OED, Organizational Effectiveness & Development

Question 1

Line of authority within an organization.

Answer 1

Chain of Command

Question 2

Way an organization groups jobs to coordinate work.

Way an organization groups its tasks and then aligns those groups for better effectiveness and efficiency.

Answer 2

Departmentalization

Question 3

Refers to the number of individuals who report to a supervisor.

Answer 3

Span of control

Question 4

Work groups that assist line units by providing specialized services, such as HR.

Answer 4

staff units

Question 5

Organizational structure in which departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR.

Answer 5

Functional Structure

Question 6

Refers to the extent to which rules, policies, and procedures govern the behavior of employees in an organization.

Answer 6

Formalization

Question 7

Work groups that conduct the major business of an organization.

Answer 7

Line units

Question 8

Process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.

Answer 8

Organizational development

^ HR acts to develop a team in order to improve customer service, efficiency, and processes. What activity does this illustrate?

Question 9

Organizational structure in which geographic regions define the organizational chart.

Answer 9

Geographic structure

Question 10

Organizational structure that combines departmentalization by division and function to gain the benefits of both; results in some employees reporting to two managers rather than one, with neither manager assuming a superior role.

Answer 10

Matrix Structure

Question 11

Organizational structure in which functional departments are grouped under major product divisions.

Answer 11

Product Structure

Question 12

Major Organizational elements that need to align with strategy:

Answer 12

Structure:
the way the org separates and connects it’s pieces

Systems:
the policies that guide behavior and work, how tasks are performced, and the tech used

Culture:
the set of beliefs, attitudes, values, and behaviors shared by members of the org and passed to new members

Values:
principals that the org 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 org “

Question 13

Organizational Effectiveness Development (OED) Intervetion, defined:

Answer 13

• An OED can be seen as a stepping in to interrupt the status quo or current state in order make changes that can improve outcomes. Often described as “strategic strategies”, meaning there’s multiple actions that are focsed on org performance improvement
• A business case would need to be created to begin. It needs to use data to illustrate the need for the intervention by outlining KPI’s that will be used to track the success of achieving the outlined goals.
• Needs to be measured after it’s completed to assess it’s efficacy
• The clients perception of the experience is important

Question 14

• identify and correct potential problems before they begin affecting performance.
• prepare the org to take advantage of anticipated opportunities
  
  • Ex: structures that allow employees to make decisions quickly and independently

Answer 14

Proactive Interventions

Question 15

• these make changes that bring an org back on course towards it’s strategic strategy.

Answer 15

Remedial Interventions

Question 16

• “Analysis Paralysis” when data is collected and discussed but the org fails to act on anything
• objectives are too grand or number of changes is too great, sometimes smaller steps are better
  
  • Leadership isn’t involved: happens when theyre not involved in planning. Clear rollout needs to happen
  • Wrong messengers are used: clear comms
  • Communication is too sudden:
  • Comminication is too late:
  • Communication is not aligned with the org’s realities:
  • Communication is too narrow

Answer 16

Why interventions fail

Question 17

What do interventions look at?

Answer 17

Interventions look at how the structure of the org is helping or hindering the orgs strategic process

Question 18

When to use an intervention:
- When the org is failing to meet strategic objectives due to inefficient structures
- When the org changed it’s competitive strategies and needs to develop new skills and traits

Answer 18

• When the org is failing to meet strategic objectives due to inefficient structures
• When the org changed it’s competitive strategies and needs to develop new skills and traits

Question 19

When to use an intervention:

Answer 19

• When the org is failing to meet strategic objectives due to inefficient structures
• When the org changed it’s competitive strategies and needs to develop new skills and traits

Question 20

• Refers to elements that support an org’s functioning such as mission/value, decision making, comms, processes, systems
• Must acknowledge the integrated nature of the design

Answer 20

Redesigning the org:

Question 21

• providing leaders with the structural diagnosis of the root cause of the performance issues
• helping leaders evaluate a range of clear design options
• ensuring leadership alignment with short and long term strategic goals by id’ing weakness and strength
• continually monitoring the structure for alignment w the business strategy
• planning for internal and external resources to deliver

Answer 21

HR’s Role in Org Strategy:

Question 22

Degree to which tasks are performed as separate jobs

Answer 22

Work Specialization:

Question 23

matrix structure bb

Answer 23

🔐 The matrix structure creates a dual rather than a single chain of command. As a result, some employees report to two managers rather than one, either neither being superior to the other. 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. The structure requires good communication and collaboration btwn the managers. Without it, employees become overworked and stressed.

Question 24

RACI bb

Answer 24

“🔐 RACI =
Responsible
Accountable
Consult
Inform
- For any given activity, individuals will be assigned a certain role”

Responsible: Jon
Accountable: Mart
Consult: Larry
Inform: Jamie

A RACI chart helps an org establish clarity around its critical activities by assigning responsibility and describing communication needs. AThese charts can be a helpful exercise when an org is restructuring or introducing new activities or processes

Question 25

Gaps in Required Knowledge and Skills:

Answer 25

• A gap analysis must be performed between the skill set needed now or in the future, as defined in the current job
• Problems are addressed by training, coaching, and mentoring
• JDs revised to meet current needs
  Ex: an OED intervention may ID a strategic need for a deeper pool of supervisory/managerial talent

Question 26

Intervention aimed at Culture:

Answer 26

• Describe the current culture
• Identify the aspirational culture
• Identify the gaps and conflicts
• Develop change initiatives
  Ex: an org that has made a public commitment to diversity may discover that its workforce is not diverse, that it’s mgmt still represents only one cultural perspective, therefore not attracting diverse candidates. Here, you would focus on:
  
  • new recruiting proces
  • enhanced onboarding
  • educating cultural differences
  • an office is established to collect, invesitage, and brief mgmt on employee complaints about discrimination

Question 27

Forming
Storming
Norming
Performing

Answer 27

Forming
- Individuals come together around common activity and shared goals. Members are polite, but there is little sense of trust, shared experience, or common values.

Storming
- Individuals move past politeness, and there may be higher levels of discord as perspectives, styles, and agendas clash. This may be painful, but valuable communication is occurring.

Norming
- Over time, effective groups build trust and establish relationships. They create rules that guide behavior. They begin to establish a group identity and to identify “outsiders.” This can sometimes take a negative form; “group think” can impel members to adopt the same positions and reject outside views. This can dampen innovation and creative problem solving.

Performing
- The group becomes fully productive, collaborative, and mutually supportive.

• The leader plays an important role in helping the group move as quickly as possible through the common reactions to change and become fully productive again.”

Question 28

Describes the amount of difference btwn the knowledge, skills, and abilities of the members on a team

Answer 28

Diversity of Skill:

Question 29

Refers to where the power to make decisions is concentrated on the team. No defined leader, no overriding authority

Answer 29

Dispersion of Authority

Question 30

• the typical longevity of a team. Ex: Hr is high permanence. task force is low permanence bc it’s for a short period of time

Answer 30

Permanence

Question 31

Benne and Sheats bb

Answer 31

🔐 Benne and Sheats found that individual’s roles in a group can change under different circumstances. For example, a group leader who is very task-focusd at first may gradulal become more focused on social roles as the group agrees on a direction and individual responsibilites.

Question 32

Benne and Sheat’s 3 basic roles within groups:

Answer 32

Task roles:
- help get the wrok done. those performing in this role propose solutions or collaborate in group problem solving

Social Roles:
- maintain relationships and positive group function. importance of social ties

Dysfunctional Roles:
- Weaken the group and reduce productivity. when someone attacks others, dominates, resists; negative.

Question 33

the nature of how people work (what they do or create together) and how they coordinate and collaborate their efforts (how they work together)

Answer 33

Team building

Question 34

Inter and intragrpoup

Answer 34

Intergroup: between members of a group
Inrtagroup: between two different groups

Question 35

what is an intervention designed to do?

Answer 35

An organizational intervention is intended to change the organization’s design, structure, and/or culture to improve performance across the organization.

Question 36

companies w a prodct structure…

Answer 36

Companies with a product structure usually have separate divisions for different products, and each division has its own functional departments.

Question 37

The first stage of designing an organizational effectiveness and development intervention

Answer 37

requires an understanding the challenges

This would include determining the target audience’s readiness for the upcoming change