Organizational Development Flashcards
Are collectivities of parts that cannot
accomplish their goals as effectively if
they operate separately.
A coordinated group of people who
perform tasks to produce goods or
services, colloquially referred to as
companies.
Organization
A
system of planned interventions
designed to change an organization’s
structure and/or processes to achieve a
higher level of functioning.
It is a family of techniques designed to
help organizations change for the better.
Organizational Development
is the catalyst for change within the
organization.
Act as a guide and trainer for the
organizational development process.
Change Agent
Armenakis and Bedeian (1999) discussed how
it is a multistage process that an organization
must go through to successfully implement a
change.
- Identify significant problems
- Appropriate interventions are chosen to try to deal with the problems
- Implementation of the interventions, or OD techniques
- The results of the interventions are evaluated
What are the interventions in OD?
- Survey Feedback
- Team Building
- Total Quality Management
- Gainsharing
- Technostructural Interventions
- Positive Organizational Development
- Organizational Transformation
- T-groups
This is an OD technique that involves
conducting a survey of employee
attitudes and opinions and then
feeding back the results to the
entire organization. It involves
systematic
collection
data, widely used intervention
strategy.
Used as the starting point for
discussions
about
needed
changes in the organization.
Survey Feedback
Two major stages of survey feedback:
1.The
change
agent
designs
and
administers
questionnaires
to
the
employees of the organization.
2. Providing feedback about the survey to
employees.
Two major stages of survey feedback:
1.The change agent designs and administers questionnaires to the employees of the organization.
2. Providing feedback about the survey to employees.
Refers to many techniques that are
designed to enhance the functioning of
work teams.
In order to be successful, the members
must collaborate and be interdependent.
Team Building
Makes
use of outdoors and entails various
physical and mental exercises
Outdoor Experiential Training
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.
Link between pay and performance lead
to increased employee involvement and
job satisfaction
Gainsharing
Focus on the technology and structure of
organizations
Technostructural Interventions
Mga terms under Technostructural Interventions:
- Functional Organizational Design
- Product-Based Organizational Design (Divisional Structure)
- Matrix Structure
- Reengineering (business process redesign)
- Information Technology
most basic, structured according to the
various functions of the employees,
groups
employees
to
various
departments based on their expertise;
creates job
specialists and overly
focused on their own department and
area 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 (Divisional
Structure)
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 (business process redesign)
Science of
collecting,
storing,
processing,
and
transmitting information
Information Technology
Dcience of
collecting,
storing,
processing,
and
transmitting information
Information Technology
Positive Organizational Development types (ata):
- Positive Psychology
- Appreciative Inquiry
Scientific study
of the strengths and virtues of individuals
and
institutions
rather
than
their
weaknesses and impairments
Positive Psychology
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
The four steps/stages of Appreciative Inquiry (4 D’s):
- Discovery
- Dream
- Design
- Destiny
The first step/stage in Appreciative Inquiry. It determines the strengths (research)
Discovery
The second step/stage in Appreciative Inquiry. information gathered from
discovery is analyzed and elaborated
upon to arrive at a vision statement or
focused intent (brainstorming)
Dream
The third step/stage of Appreciative Inquiry. Designing innovative ways
to identify where the organization should
be going (planning)
Design
The fourth step/stage of Appreciative Inquiry. The design is maintained or
sustained in this stage (execution)
Destiny
Any
intervention
primarily
directed
toward creating a new vision for an
organization and changing its beliefs,
purpose, and mission
Organizational Transformation
Under Organizational Transformation:
- Culture Change
- Knowledge Management
- Organizational Change
Organizational Transformation: Alteration of a pattern
of
beliefs,
values,
norms,
and
expectations shared by organizational
members
Culture Change
Organizational Transformation: Organizations enhance their operations
through attempts to generate, transform,
disseminate, and use their knowledge
Knowledge Management
Organizational Transformation: 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.
T-groups
the capacity of a person, team, or
organization to influence others.
Refers to the ability to get an
individual
or
group
to
do
something or change in some
way
Power
The capacity of
a person, team, or organization to keep
a more powerful person or group in the
exchange relationship
Countervailing Power
Process to achieve power
Politics
Involves any
action taken to influence the behavior of
others to reach personal goals
Organizational Politics
increasing one’s personal
appeal through such tactics as doing
favors, praising, or flattering another
(#sipsip)
Ingratiation
Making orders or demands
Assertiveness
Using logic to convince someone
Rationality
Withholding salary, threaten
firing someone
Sanction
Offering something in
exchange for another
Exchanges
Obtaining the
support of superiors
Upward Appeals
Threatening to stop working
with the other person
Blocking
Obtaining
co-workers’
support of a request
Coalition
Comes from an
individual’s position in the organization
and from the control over important
organizational resources conveyed by
that position
Organization Power
Power Bases:
- Coercive Power – ability to punish or threaten to punish others
- Reward Power
- ability to give
something positive - Legitimate Power – formal rights or
authority that an individual possesses by
virtue of a position in an organization - Expert Power – possession of some
special, work related knowledge, skill, or
expertise - Referent Power – an individual is
respected, admired, and liked by others
___________ is the vehicle through which
people clarify their expectations and coordinate
work,
which
allows
them
to
achieve
organizational objectives more efficiently and
effectively.
The process by which information is
transmitted and understood between two
or more people.
Communication
Types of formal communication:
- Upward Communication
- Downward Communication
- Horizontal Communication
Types of informal communication:
Grapevine Patterns
Serve as a
control system for the organization
wherein subordinates communicate to
the higher levels
Upward Communication
Provides
information from the higher levels to
lower levels.
Downward Communication
Aims at
linking related tasks, work units and
divisions in the organization; among
co-workers with the same level or similar
hierarchical positions
Horizontal Communication
An unofficial,
informal communication network.
Grapevine Patterns
Individual’s voluntary
goal-directed
behaviors that
contribute to
organizational objectives.
Task Performance
Refers to
performing the work efficiently and
accurately
Proficient Task Performance
Refers to how well employees
modify
their
thoughts
and
behaviors to align with and
support a new or changing
environment.
Adaptive Task Performance
Refers to how well employees
take the initiative to 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
stakeholders.
Counterproductive Behavior
Refers
to the attraction, selection, and retention of
employees.
Joining/Staying with the Organization
Refers to the
strategies and practices organizations use to
ensure employees show up for work regularly
Maintaining Attendance
Is the extent to
which an employee feels a sense of allegiance
to his or her employer
Organizational Commitment
Types of Organizational Commitment:
- Affective Commitment
- Continuance Commitment
- Normative Commitment
It refers to the employee’s emotional
attachment to, and identification with, the
organization.
Affective Commitment
It refers to commitment based on the
costs that the employee associates with
leaving the organization.
Continuance Commitment
It refers to the employee’s feelings of
obligation to remain with
the organization.
Normative Commitment
The arrangement of work functions
within an organization designed to achieve
efficiency and control.
Structure
The division of
labor as well as the patterns of coordination,
communication, workflow, and formal power that
direct organizational activities.
Organizational Structure
Five
(5)
Coordinating
Mechanism
of
Organizations:
- Mutual adjustment
- Direct supervision
- Standardization of work processes
- Standardization of work output
- Standardization of
skills
and
knowledge
It is the process by
which employees coordinate their efforts
to produce an outcome.
Mutual adjustment
achieves
coordination by having one person take
responsibility for the work of others, issuing
instructions
to
them
and
monitoring their actions.
Direct supervision
The work is designed in such a way that
the same process is followed no matter
who is performing the job.
Standardization of work processes
The
work is designed in such a way that the
same output is achieved irrespective of
differences in time or location
Standardization of work output
Coordination among work
activities can be attained by specifying in
advance the knowledge, skills, and
training required to perform the work
Standardization of skills and knowledge
Five (5) Basic Parts of an Organization:
- Operating core
- Strategic apex
- Middle line
- Technostructure
- Support staff
The
__________
of
an
organization consists of those
employees who are responsible
for conducting the basic work
duties that give the organization
its defining purpose.
Operating core
is responsible
for the overall success of the
entire organization.
Strategic apex
represents those
employees
who
have
the
dayto-day authority for ensuring
that the overall goals set by the
strategic apex are being carried
out by the operating core.
Middle line
Is those
employees who possess specific
technical expertise that facilitates
the overall operation of the
organization.
Technostructure
The
__________
provides
services
that aid the
basic
mission of the organization and
typically includes the mailroom,
switchboard,
security,
and
janitorial services.
Support staff
Is a structuring of events or
happenings
Social System
Components of Social System:
- Role
- Norms
- Culture
A set of expectations about
appropriate behavior in a position
Role
The role episode:
Stage
1
- group members
have
expectations about job performance.
Stage 2 - they communicate either
formally or by having the role occupant
observe others in similar roles.
Stage 3 - the role occupant behaves as
he or she believes is appropriate.
Stage 4 - if the behavior differs widely
from the group’s expectations, the
occupant gets feedback from the group
regarding the discrepancy.
A set of shared group
expectations about appropriate behavior
Norms
The
language,
values,
attitudes, beliefs, and customs of an
organization
Culture
Refers to the subdivision of
work into separate jobs assigned to different
people.
Division of Labor
Refers to the subdivision of
work into separate jobs assigned to different
people.
Division of Labor
