Organizational Effectiveness Flashcards
Models of Employee Engagement
Gallop Q12 survey
Aon Hewitt employee engagement survey
Towers Watson survey
Types of Teams
Traditional work group
Employee involvement teams
Semi-autonomous work groups
Self-managing teams
Self-designing teams
Types of Team Dysfunction
C-type conflicts
A-type conflicts
Role ambiguity
Role conflict
Status
Social Loafing
Organizational Structures
Functional Departmentalization
Product Departmentalization
Customer Departmentalization
Geographic Departmentalization
Matrix Departmentalization
Boundaryless Orgs
Diagnosing Culture
Observing visible artifacts and symbols/the way the office is organized
Employee focus groups/surveys
Examining core business behaviours
Looking at org structure and the flow of authority
Considering relationships
Style of leadership
What an org would do to address competing values
Keys to Successful Culture Shift
Clear strategic vision
Top management commitment
Review the org’s structure, processes, HR programs to ensure alignment with the values
Manage socialization process to incorporate the values into employee’s workplace experiences
Offer positive reinforcement for those illustrating the new values
Gallop Q12 survey
Examines employee engagement in 12 questions
Looks at basic needs (clarity of expectations, tools to carry out work), level of management support, teamwork and growth opportunities
Employees are rated as either engaged, not engaged or actively disengaged
Aon Hewitt employee engagement survey - 3 dimensions
Whether employees say positive things about the org
Whether an employee has a desire to stay with the org
Whether they are willing to strive using discretionary effort to do their best
Towers Watson survey
9 questions with a focus on sustained engagement
Measure discretionary effort
Satisfaction with work experience
Whether the work environment supports a sense of accomplishment through productivity
Driver’s of Engagement
Employee motivation - requires clarity of expectations, meaningfulness of tasks and self efficacy
Employee satisfaction - autonomy, quality and frequency of feedback
Employee commitment - rewarding relationships, values match, opportunities
Organizational Structure
Functional Departmentalization
Product Departmentalization
Customer Departmentalization
Geographic Departmentalization
Matrix Departmentalization
Boundaryless Orgs
Symptoms of Organization Design Problems
Bad job design
Bad structural design
Ineffective spans of control
Inefficient info sharing
Duplication of effort/conflict between departments
Too many committees
Reasons for Resistance to Change
Self interest
Low tolerance for change
Fear of ability to adapt
Lack of trust
Disagreement with the change
Comfort of habit and status quo
Lewin’s Change Process & Force Field Analysis
Change Management - Unfreeze → Transition → Refreeze
- Unfreeze
- Transition
- Refreeze
Force Field Analysis - diagnose the forces driving change (e.g.increased competition) and resisting change (e.g. comfort with current situation)
Goal is not to identify and communicate the driving forces, but to spend more time addressing the resisting forces
Kotter’s 8 Step Change Process
1) Create a sense of urgency
2) Create a guiding coalition (task force or committee to guide the change)
3) Develop a vision and strategy
4) Communicate the vision and strategy
5) Empower broad-based action
6) Generate short-term wins
7) Consolidate gains and produce more change
8) Anchor the change in the culture of the org
