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IO Quiz > Organizational Development > Flashcards

Organizational Development Flashcards

1
Q

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.

A

Organization

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2
Q

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.

A

Organizational Development

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3
Q

is the catalyst for change within the
organization.
Act as a guide and trainer for the
organizational development process.

A

Change Agent

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4
Q

Armenakis and Bedeian (1999) discussed how
it is a multistage process that an organization
must go through to successfully implement a
change.

A
  1. Identify significant problems
  2. Appropriate interventions are chosen to try to deal with the problems
  3. Implementation of the interventions, or OD techniques
  4. The results of the interventions are evaluated
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5
Q

What are the interventions in OD?

A
  1. Survey Feedback
  2. Team Building
  3. Total Quality Management
  4. Gainsharing
  5. Technostructural Interventions
  6. Positive Organizational Development
  7. Organizational Transformation
  8. T-groups
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6
Q

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.

A

Survey Feedback

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7
Q

Two major stages of survey feedback:

A

1.The
change
agent
designs
and
administers
questionnaires
to
the
employees of the organization.
2. Providing feedback about the survey to
employees.

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8
Q

Two major stages of survey feedback:

A

1.The change agent designs and administers questionnaires to the employees of the organization.
2. Providing feedback about the survey to employees.

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9
Q

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.

A

Team Building

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10
Q

Makes
use of outdoors and entails various
physical and mental exercises

A

Outdoor Experiential Training

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11
Q

Also known as continuous improvement
or quality management.
Focuses on employee involvement in the
control of quality in organizations

A

Total Quality Management

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12
Q

Involves paying employees a bonus
based on improvements in productivity.
Link between pay and performance lead
to increased employee involvement and
job satisfaction

A

Gainsharing

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13
Q

Focus on the technology and structure of
organizations

A

Technostructural Interventions

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14
Q

Mga terms under Technostructural Interventions:

A
  1. Functional Organizational Design
  2. Product-Based Organizational Design (Divisional Structure)
  3. Matrix Structure
  4. Reengineering (business process redesign)
  5. Information Technology
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15
Q

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.

A

Functional Organizational Design

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16
Q

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.

A

Product-Based Organizational Design (Divisional
Structure)

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17
Q

Combined function
and products structures

A

Matrix Structure

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18
Q

Involves
fundamental
rethinking and redesign of business
processes
to
improve
critical
performance as measures by cost,
quality, service, and speed.

A

Reengineering (business process redesign)

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19
Q

Science of
collecting,
storing,
processing,
and
transmitting information

A

Information Technology

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20
Q

Dcience of
collecting,
storing,
processing,
and
transmitting information

A

Information Technology

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21
Q

Positive Organizational Development types (ata):

A
  1. Positive Psychology
  2. Appreciative Inquiry
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22
Q

Scientific study
of the strengths and virtues of individuals
and
institutions
rather
than
their
weaknesses and impairments

A

Positive Psychology

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23
Q

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

A

Appreciative Inquiry

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24
Q

The four steps/stages of Appreciative Inquiry (4 D’s):

A
  1. Discovery
  2. Dream
  3. Design
  4. Destiny
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25
Q

The first step/stage in Appreciative Inquiry. It determines the strengths (research)

A

Discovery

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26
Q

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)

A

Dream

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27
Q

The third step/stage of Appreciative Inquiry. Designing innovative ways
to identify where the organization should
be going (planning)

A

Design

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28
Q

The fourth step/stage of Appreciative Inquiry. The design is maintained or
sustained in this stage (execution)

A

Destiny

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29
Q

Any
intervention
primarily
directed
toward creating a new vision for an
organization and changing its beliefs,
purpose, and mission

A

Organizational Transformation

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30
Q

Under Organizational Transformation:

A
  1. Culture Change
  2. Knowledge Management
  3. Organizational Change
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31
Q

Organizational Transformation: Alteration of a pattern
of
beliefs,
values,
norms,
and
expectations shared by organizational
members

A

Culture Change

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32
Q

Organizational Transformation: Organizations enhance their operations
through attempts to generate, transform,
disseminate, and use their knowledge

A

Knowledge Management

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33
Q

Organizational Transformation: Process of
altering
organizations
to
be
more
adaptive
and
congruent with their
business environment

A

Organizational Change

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34
Q

Sensitivity training, use of unstructured
group interaction to help workers gain
insight into their motivations and their
behavior patterns in dealing with others.

A

T-groups

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35
Q

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

A

Power

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36
Q

The capacity of
a person, team, or organization to keep
a more powerful person or group in the
exchange relationship

A

Countervailing Power

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37
Q

Process to achieve power

A

Politics

38
Q

Involves any
action taken to influence the behavior of
others to reach personal goals

A

Organizational Politics

39
Q

increasing one’s personal
appeal through such tactics as doing
favors, praising, or flattering another
(#sipsip)

A

Ingratiation

40
Q

Making orders or demands

A

Assertiveness

41
Q

Using logic to convince someone

A

Rationality

42
Q

Withholding salary, threaten
firing someone

A

Sanction

43
Q

Offering something in
exchange for another

A

Exchanges

44
Q

Obtaining the
support of superiors

A

Upward Appeals

45
Q

Threatening to stop working
with the other person

A

Blocking

46
Q

Obtaining
co-workers’
support of a request

A

Coalition

47
Q

Comes from an
individual’s position in the organization
and from the control over important
organizational resources conveyed by
that position

A

Organization Power

48
Q

Power Bases:

A
  1. Coercive Power – ability to punish or threaten to punish others
  2. Reward Power
    - ability to give
    something positive
  3. Legitimate Power – formal rights or
    authority that an individual possesses by
    virtue of a position in an organization
  4. Expert Power – possession of some
    special, work related knowledge, skill, or
    expertise
  5. Referent Power – an individual is
    respected, admired, and liked by others
49
Q

___________ 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.

A

Communication

50
Q

Types of formal communication:

A
  1. Upward Communication
  2. Downward Communication
  3. Horizontal Communication
51
Q

Types of informal communication:

A

Grapevine Patterns

52
Q

Serve as a
control system for the organization
wherein subordinates communicate to
the higher levels

A

Upward Communication

53
Q

Provides
information from the higher levels to
lower levels.

A

Downward Communication

54
Q

Aims at
linking related tasks, work units and
divisions in the organization; among
co-workers with the same level or similar
hierarchical positions

A

Horizontal Communication

55
Q

An unofficial,
informal communication network.

A

Grapevine Patterns

56
Q

Individual’s voluntary
goal-directed
behaviors that
contribute to
organizational objectives.

A

Task Performance

57
Q

Refers to
performing the work efficiently and
accurately

A

Proficient Task Performance

58
Q

Refers to how well employees
modify
their
thoughts
and
behaviors to align with and
support a new or changing
environment.

A

Adaptive Task Performance

59
Q

Refers to how well employees
take the initiative to anticipate
and introduce new work patterns
that benefit the organization.

A

Proactive Task Performance

60
Q

Various forms of cooperation and helpfulness to
others that support the organization’s social and
psychological context.

A

Organizational Citizenship Behaviors

61
Q

Voluntary
behaviors that have the potential to directly or
indirectly
harm
the
organization
or
its
stakeholders.

A

Counterproductive Behavior

62
Q

Refers
to the attraction, selection, and retention of
employees.

A

Joining/Staying with the Organization

63
Q

Refers to the
strategies and practices organizations use to
ensure employees show up for work regularly

A

Maintaining Attendance

64
Q

Is the extent to
which an employee feels a sense of allegiance
to his or her employer

A

Organizational Commitment

65
Q

Types of Organizational Commitment:

A
  1. Affective Commitment
  2. Continuance Commitment
  3. Normative Commitment
66
Q

It refers to the employee’s emotional
attachment to, and identification with, the
organization.

A

Affective Commitment

67
Q

It refers to commitment based on the
costs that the employee associates with
leaving the organization.

A

Continuance Commitment

68
Q

It refers to the employee’s feelings of
obligation to remain with
the organization.

A

Normative Commitment

69
Q

The arrangement of work functions
within an organization designed to achieve
efficiency and control.

A

Structure

70
Q

The division of
labor as well as the patterns of coordination,
communication, workflow, and formal power that
direct organizational activities.

A

Organizational Structure

71
Q

Five
(5)
Coordinating
Mechanism
of
Organizations:

A
  1. Mutual adjustment
  2. Direct supervision
  3. Standardization of work processes
  4. Standardization of work output
  5. Standardization of
    skills
    and
    knowledge
72
Q

It is the process by
which employees coordinate their efforts
to produce an outcome.

A

Mutual adjustment

73
Q

achieves
coordination by having one person take
responsibility for the work of others, issuing
instructions
to
them
and
monitoring their actions.

A

Direct supervision

74
Q

The work is designed in such a way that
the same process is followed no matter
who is performing the job.

A

Standardization of work processes

75
Q

The
work is designed in such a way that the
same output is achieved irrespective of
differences in time or location

A

Standardization of work output

76
Q

Coordination among work
activities can be attained by specifying in
advance the knowledge, skills, and
training required to perform the work

A

Standardization of skills and knowledge

77
Q

Five (5) Basic Parts of an Organization:

A
  1. Operating core
  2. Strategic apex
  3. Middle line
  4. Technostructure
  5. Support staff
78
Q

The
__________
of
an
organization consists of those
employees who are responsible
for conducting the basic work
duties that give the organization
its defining purpose.

A

Operating core

79
Q

is responsible
for the overall success of the
entire organization.

A

Strategic apex

80
Q

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.

A

Middle line

81
Q

Is those
employees who possess specific
technical expertise that facilitates
the overall operation of the
organization.

A

Technostructure

82
Q

The
__________
provides
services
that aid the
basic
mission of the organization and
typically includes the mailroom,
switchboard,
security,
and
janitorial services.

A

Support staff

83
Q

Is a structuring of events or
happenings

A

Social System

84
Q

Components of Social System:

A
  1. Role
  2. Norms
  3. Culture
85
Q

A set of expectations about
appropriate behavior in a position

A

Role

86
Q

The role episode:

A

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.

87
Q

A set of shared group
expectations about appropriate behavior

A

Norms

88
Q

The
language,
values,
attitudes, beliefs, and customs of an
organization

A

Culture

89
Q

Refers to the subdivision of
work into separate jobs assigned to different
people.

A

Division of Labor

90
Q

Refers to the subdivision of
work into separate jobs assigned to different
people.

A

Division of Labor

IO Quiz (3 decks)

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