Organizational Effectiveness and Development Flashcards
Work groups that assist line units by providing specialized services, such as HR.
Staff units
Organizational structure in which geographic regions define the organizational chart.
Geographic structure
Work groups that conduct the major business of an organization.
Line units
Way an organization groups jobs to coordinate work.
Departmentalization
Line of authority within an organization.
Chain of command
Process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.
Organizational development
Refers to the number of individuals who report to a supervisor.
Span of control
- Organizations in which many subordinates report to a few supervisors are referred to as “flat.” Indicators: direct comm to superiors, faster decision-making + comm & more nimble*
- Spans of control that are too large can slow an organization, making it difficult for supervisors to make decisions quickly. Many decisions must flow to the top, and the decision queue can become crowded.*
Refers to the extent to which rules, policies, and procedures govern the behavior of employees in an organization.
Formalization
Organizational structure in which departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR.
Functional structure
Organizational structure that combines departmentalization by division and function to gain the benefits of both; results in some employees reporting to two managers rather than one, with neither manager assuming a superior role.
Matrix structure
Organizational structure in which functional departments are grouped under major product divisions.
Product structure
RACI
Roles for who is: Responsible, Accountable, Consulting and Informed
~ can be used for M&A, process improvement initiatives, etc.
OED
Organizational Effectiveness & Development
Two types of OED interventions
Proactive // Remedial
Give examples why OED interventions fail
4 Steps for Org Culture Intervention (culture redesign)
4 Steps of Tuckman’s Ladder of Team Development
Forming. Individuals come together around common activity and shared goals. Members are polite, but there is little sense of trust, shared experience, or common values.
Storming. Individuals move past politeness, and there may be higher levels of discord as perspectives, styles, and agendas clash. This may be painful, but valuable communication is occurring.
Norming. Over time, effective groups build trust and establish relationships. They create rules that guide behavior. They begin to establish a group identity and to identify “outsiders.” This can sometimes take a negative form. “Groupthink” can impel members to adopt the same positions and reject outside views; this can dampen innovation and creative problem-solving.
Performing. The group becomes fully productive, collaborative, and mutually supportive.
Organizational Model
Name the 5 structural characteristics of organizational design
List the 4 different types of organizational structures
Team building activities focus on these 4 things
3 basic types of roles individuals play within groups
Task roles help get the work done. Those performing this role propose solutions or collaborate in group problem-solving. They share task information and perform their assigned tasks.
Social roles help maintain relationships and positive group function. This role recognizes the importance of social and interpersonal ties within a group. Group members playing a social role promote harmony, conflict resolution, and involvement of all group members.
Dysfunctional roles weaken the group and reduce its productivity. In a dysfunctional role, a group member may attack others, dominate discussions, resist others’ ideas, or damage group focus and energy through negativity.
