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Certified Knowledge Exam > Organizational Effectiveness > Flashcards

Organizational Effectiveness Flashcards

1
Q

Organization Culture

A

personality, behaviours, relationships and way of life of the organization, stable - beliefs, values, norms, rituals, stories

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2
Q

Organization Climate

A

organization frame of mind, emotions and mood - dynamic that can change

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3
Q

Clan

A

personal place like a family - flexible structure with internal focus

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4
Q

Adhocracy

A

dymanic place with entrepreneurial spirit - flexible structure with external focus

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5
Q

Hierarchy

A

structured place with efficient processes - stable structure with internal focus

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6
Q

Market

A

results-oriented and customer drive - stable structure with external focus

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7
Q

Drivers of Employee Engagement

A

clarity of expectations, task significance (meaningfulness), self efficacy, autonomy, effective feedback, rewarding relationships, values of org & leadership, opportunity to grow

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8
Q

What increases employee motivation

A

clarity of expectations, task significance and self efficacy

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9
Q

What increases employee satisfaction

A

autonomy, effective feedback

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10
Q

What increases employee commitment

A

rewarding relationships, values of org/leadership, opportunity to grow

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11
Q

Types of teams

A

traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, self-designing teams, cross-functional teams, project teams, virtual teams

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12
Q

Traditional Work Groups

A

execute tasks

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13
Q

Employee Involvement Teams

A

make suggestions

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14
Q

Semi-Autonomous Work Groups

A

make decisions and solve problems concerning work processes

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15
Q

Self-Managing Teams

A

make decisions and solve problems concerning work production

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16
Q

Self-Designing Teams

A

self-managing teams that also control team design and membership

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17
Q

Cross-Functional Teams

A

involve employees from different functional areas within the org

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18
Q

Project Teams

A

involve employees in completing a specific project

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19
Q

Virtual Teams

A

involve employees from different geographies or who rarely meet face to face

20
Q

Stages of Team Development

A

forming, storming, norming, performing

21
Q

Forming

A

creating a team charter

22
Q

Storming

A

engage in an exchange of ideas on how to move forward

23
Q

Norming

A

accept differences, take responsibility, develop processes or protocols for decisions and actions

24
Q

Performing

A

making successful progress

25
Q

Types of Team Dysfunction

A

C-type conflict, A-type conflicts, role ambiguity, role conflict (inter-role, inter-sender, intra-sender), status, social loafing

26
Q

Types of Organization Structure

A
  • Functional Departmentalization
  • Product Departmentalization
  • Customer Departmentalization
  • Geographic Departmentalization
  • Matrix Departmentalization
  • Boundaryless Organizations
27
Q

Functional Departmentalization

A

organized into departments based on respective functions each performs for the organization

28
Q

Product Departmentalization

A

organized by product line or grouped according to specific product/service

29
Q

Customer Departmentalization

A

organized on basis of common customers or types of customers

30
Q

Geographic Departmentalization

A

organized based on territory

31
Q

Matrix Departmentalization

A

combination of functional and task force departmentalization to have harmonization of multiple components for a single activity

32
Q

Boundaryless Organizations

A

not defined by or limited to vertical/horizontal/external or geographic boundaries

33
Q

Vertical Boundaries

A

between levels

34
Q

Horizontal Boundaries

A

between departments

35
Q

External Boundaries

A

between organization and customers/suppliers/others

36
Q

Geographic Boundaries

A

between locations/cultures/markets

37
Q

Four Models of Change Management

A
  • Lewin’s Change Process & Force Field Analysis
  • Kotter’s Eight Step Change Process
  • The Action Research Model
  • The Positive Model
38
Q

Lewin’s Change Process & Force Field Analysis

A

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

39
Q

Kotter’s Eight-Step Change Model

A 
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
40
Q

The Action Research Model

A 
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
41
Q

The Positive Change Model

A 
1 - Identify the focus involvement
2 - Engage appreciative inquiry
3 - discover themes
4 - identify preferred future
5 -  take action then back #2
42
Q

Single Loop Learning

A

take action or revise action to set the goal, then get results and cycle through

43
Q

Double Loop Learning

A

question beliefs/assumptions, then take action or review action or revise goal, get results and cycle back

44
Q

Critical Path/PERT Chart

A

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)

45
Q

Gantt Chart

A

combine tasks with their start and completiton dates

46
Q

Path of Communication

A

send thinks, encodes and transmit message, then receiver perceives, decodes and understands

47
Q

Directions of Path of Communication

A

communication can be downward, upward, horizontal, formal/informal/grapevine, intentional and unintentional

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