Organizational Effectiveness and Development Flashcards
Used to maintain and grow org effectiveness and efficiency through planned interventions
Organizational Development
Stepping in to interrupt current state in order to examine a situation more closely and make changes that could improve outcomes
Organizational Effectiveness and Development (OED) Interventions
Identify and correct problems before they begin affecting performance
Proactive Interventions
Resolve a problem and bring an org back on course toward its strategic goals
Remedial Interventions
HR’s role in org design
- provide leaders with structural diagnosis by identifying root causes of org performance issues
- help leaders evaluate range of clear design options
- ensure leaders align org design decisions with short and long term strategic goals
- help leaders understand their role in properly implementing the structure
- continually monitor structure for strategic alignment
- plan for internal and external resources needed to deliver
Degree to which tasks are performed as separate jobs - too much can hamper collaboration and innovation
Work Specialization
How decisions are made within org and at what level
Decision-making authority
Trend for hierarchical layers
to reduce number of layers and waste within orgs, resulting in a flatter, more efficient org
Number of individuals who report to a supervisor
Span of Control
Effect of a wider span of control
Allows subordinates to communicate directly with their ultimate supervisor and decision maker, but can slow an org down
Line of authority within an org
Chain of Command
Extent to which rules, policies, procedures govern the behavior of employees in the org
Formalization
Way an org groups its jobs and aligns effort
Departmentalization
Structure where departments are defined by the services they contribute to the org’s mission (i.e. sales, marketing, HR, etc)
Functional Structure
Structure in which departments are grouped under major product divisions, each with their own sales, marketing, etc.
Product Structure
Structure where departments are grouped under geographical region or countries
Geographic Structure
Structure that combines departmentalization by division or program and function to gain benefits of both, creates a dual chain of command
Matrix Structure
RACI Matrix
Responsible, Accountable, Consult, and Inform - each individual will be assigned one of these roles
Identifies the talent needs of the org and develops existing staff and builds a talent pool
Talent Development Interventions
4 Steps to Org Culture interventions
- Describe current culture
- Identify the aspirational culture
- Identify gaps and conflicts
- Develop change initiatives
4 Stages to the Team Formation process
- Forming
- Storming
- Norming
- Performing
Characteristics of the Forming stage
Low levels of commitment and communication - time to provide vision, expectations, and encourage perserverance
Characteristics of the Storming stage
High levels of conflict and dissent - enforce ground rules, increase engagement, and provide coaching
Characteristics of the Norming stage
Growing sense of a common direction, defined responsibilities and processes - facilitate communication and group decision-making
Characteristics of the Performing stage
High levels of productivity and self-direction - monitor, evaluate, foster improvement, motivate by celebrating accomplishments
Amount of difference in skills, knowledge, and abilities of team members
Skill Diversity
Where power to make decisions is concentrated
Authority Dispersion
Typical longevity of a team
Permanence
3 Types of roles individuals play within groups
- social roles
- task roles
- dysfunctional roles
Purpose of a team-building intervention
To facilitate the alignment of the management team with the team’s mission and goals, and to develop effective dynamics for working together to accomplish these goals
