Organizational Effectiveness Flashcards
Organization Culture
personality, behaviours, relationships and way of life of the organization, stable - beliefs, values, norms, rituals, stories
Organization Climate
organization frame of mind, emotions and mood - dynamic that can change
Clan
personal place like a family - flexible structure with internal focus
Adhocracy
dymanic place with entrepreneurial spirit - flexible structure with external focus
Hierarchy
structured place with efficient processes - stable structure with internal focus
Market
results-oriented and customer drive - stable structure with external focus
Drivers of Employee Engagement
clarity of expectations, task significance (meaningfulness), self efficacy, autonomy, effective feedback, rewarding relationships, values of org & leadership, opportunity to grow
What increases employee motivation
clarity of expectations, task significance and self efficacy
What increases employee satisfaction
autonomy, effective feedback
What increases employee commitment
rewarding relationships, values of org/leadership, opportunity to grow
Types of teams
traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, self-designing teams, cross-functional teams, project teams, virtual teams
Traditional Work Groups
execute tasks
Employee Involvement Teams
make suggestions
Semi-Autonomous Work Groups
make decisions and solve problems concerning work processes
Self-Managing Teams
make decisions and solve problems concerning work production
Self-Designing Teams
self-managing teams that also control team design and membership
Cross-Functional Teams
involve employees from different functional areas within the org
Project Teams
involve employees in completing a specific project
Virtual Teams
involve employees from different geographies or who rarely meet face to face
Stages of Team Development
forming, storming, norming, performing
Forming
creating a team charter
Storming
engage in an exchange of ideas on how to move forward
Norming
accept differences, take responsibility, develop processes or protocols for decisions and actions
Performing
making successful progress
Types of Team Dysfunction
C-type conflict, A-type conflicts, role ambiguity, role conflict (inter-role, inter-sender, intra-sender), status, social loafing
Types of Organization Structure
- Functional Departmentalization
- Product Departmentalization
- Customer Departmentalization
- Geographic Departmentalization
- Matrix Departmentalization
- Boundaryless Organizations
Functional Departmentalization
organized into departments based on respective functions each performs for the organization
Product Departmentalization
organized by product line or grouped according to specific product/service
Customer Departmentalization
organized on basis of common customers or types of customers
Geographic Departmentalization
organized based on territory
Matrix Departmentalization
combination of functional and task force departmentalization to have harmonization of multiple components for a single activity
Boundaryless Organizations
not defined by or limited to vertical/horizontal/external or geographic boundaries
Vertical Boundaries
between levels
Horizontal Boundaries
between departments
External Boundaries
between organization and customers/suppliers/others
Geographic Boundaries
between locations/cultures/markets
Four Models of Change Management
- Lewin’s Change Process & Force Field Analysis
- Kotter’s Eight Step Change Process
- The Action Research Model
- The Positive Model
Lewin’s Change Process & Force Field Analysis
1 - Unfreeze - instill belief in the change, give reasons and empathize
2 - Transition - shift, explain, empower, gather input, involve, train and pace the change
3 - Refreeze - make it stick, senior management commitment, celebrate, and reinforce
Kotter’s Eight-Step Change Model
1 - Create sense of urgency 2 - create guiding coalition 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
The Action Research Model
1 - identify problem 2 - consult experts 2(a) - gather data 3 - feedback to client 3 (a) - joint diagnosis 4 - joint action planning 5 - take action 5 (a) - gather data and back to #3
The Positive Change Model
1 - Identify the focus involvement 2 - Engage appreciative inquiry 3 - discover themes 4 - identify preferred future 5 - take action then back #2
Single Loop Learning
take action or revise action to set the goal, then get results and cycle through
Double Loop Learning
question beliefs/assumptions, then take action or review action or revise goal, get results and cycle back
Critical Path/PERT Chart
identify a network of activities, and the critical path has no delay in sequencing or no “slack” (looks at earliest start and end dates and latests start and end dates)
Gantt Chart
combine tasks with their start and completiton dates
Path of Communication
send thinks, encodes and transmit message, then receiver perceives, decodes and understands
Directions of Path of Communication
communication can be downward, upward, horizontal, formal/informal/grapevine, intentional and unintentional
