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Organizational Effectiveness & Development Flashcards

1
Q

The major organizational elements that must be aligned with strategy include:

A
  • Structure
  • Systems
  • Culture
  • Values
  • Leadership
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2
Q

The way the organizational elements are implmented and aligned can affect

A
  • Employee motivation
  • Engagement or identification of work with organizational goals
  • Performance levels and resuls (organizationally and individually)
  • Governance
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3
Q

Organizational effectiveness and development (OED)

A
  • Focus on the structure and functionality of the organization to increase the long- and short-term effectiveness of people and processes
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4
Q

OED Interventions Include

A
  • Tools to examine issue
  • Correct number and type of intervention
  • Correct audience for maximum effectivness
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5
Q

Proactive OED interventions

A
  • Identify and correct potential problems before they begin affecting performance
  • Prep org to take advantage of anticipated opportunities
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6
Q

Remedial Interventions

A
  • Make changes that bring an organization back toward its strategic goals
  • Ex:
    • Minished capasity, capability and agility
    • Misaligned organizational structure
    • Broken work processes
    • Declining workforce engagement
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7
Q

Assess OED Interventions by looking at

A
  • Efficiency in using resources to create value
    • Metric examples:
      • Revenue/income to cost of sales/good
      • Number of hours of full-time employees to produce good or service
  • Effectivness in achieving its straegic goals
  • Client perception of experience
  • HR own effectiveness and efficiency in conducting the intervention
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8
Q

Characteristics of effective OED interventions

A
  • Strategically aligned
  • Collaborative
  • Supported by top management
  • Produce sustainable results
  • Support continuous improvement
  • Use common tools
  • Use common language
  • Explicit assumptions
  • Fact-based
  • Oriented toward systems and processes
  • Flexble
  • Multiple perspectives
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9
Q

Analysis paralysis

A
  • Collect data, discuss actions but failing to act
  • Real issue - reluctance to take reasonable risk
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10
Q

Common OED pitfalls

A
  • Leadership does not get involved
  • Wrong messengers are used
  • Communication is too sudden
  • Communication is too late
  • Communication not aligned with organizational realities
  • Communication is too narrow (doesn’t link to goals and resinate with employees)
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11
Q

Organizarional inverventions

A
  • Look at how the organizational structure is helping or hindering strategic process
  • Organizational structure - how work groups are related
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12
Q

Organizational interventions are required when an organization

A
  • Failing to meet objectives because structure is inefficient/ineffective
  • Changed competitive strategies and needs to develop new skills and traits
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13
Q

Organizational design

A
  • Elements that support an organization’s fuctioning
  • Includes
    • Structure
    • Organization’s mission and vision strategies
    • How decisions are made
    • Way information is communicated
    • Processes to preform work and degree the processes connect to structure
    • System used to align organizational needs to resources required to fill those needs
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14
Q

HR role in organizational design

A
  • Provide leaders with root causes of performance issues
  • Help leaders evaluate range of clear design opinions
  • Ensure leaders understand their roles and responsibilities to ensure structure is properly implemented
  • Monitor the structure for alignment with business strategy and highlight challenges as needed
  • Plan for internal or external resources to delive short or long term development interventions and activities
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15
Q

Characteristics of organizational structures

A
  • Work specialization
  • Decision-making authority
  • Layers of hierarchy
  • Formalization
  • Mechanistic and organiz organizations
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16
Q

Work specialization

A
  • Degree tasks are performed as separate jobs
  • Can increase efficiency and quality - and result in boredom and lack of quality
  • May stop collaboration and innovation
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17
Q

Decision making authority

A
  • How decisions are made within the organization
  • Scope of responsibilities
  • Defines area managers or supervisor is empowered to make decisions
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18
Q

Span of control

A

Number of individuals who report to a supervisor

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19
Q

Chain of command

A
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20
Q

Formalization

A
  • How much rules, policies, and procedures govern the behavior of employees in an organization.
  • More formal - greater written documentation, rules and regulations
  • Serve organizations well when uniformity is an imperative
  • Becomes ingranded in culture and can be hard to change
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21
Q

Mechanistic organization

A

Highly specialized, hierarchical, and formal,

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22
Q

Organic organization

A
  • Job boundaries are less distinct
  • Fewer levels of decision makers
  • More flexible approach to structures and rules.
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23
Q

Departmentalization

A

Way an organization groups jobs to coordinate work.

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24
Q

Types of departmentalization structures

A
  • Functional
  • Product
  • Geographic
  • Matriz
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Functional structure
* Organizational structure * Departments are defined by the services they contribute to the organization's overall mission * Such as marketing and sales, operations, and HR. * Most common structure * Work is divided according to a linear process, the organization might be divided into departments like design, supplies procurement, manufacturing, sales and marketing, distribution, and customer service.
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Line units
Work groups that conduct the major business of an organization.
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Staff units
Work groups that assist line units by providing specialized services, such as HR.
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Functional structure advantages
* Easy to understand * Specializations develop * Economies of scale * Easier communication within functions * Clear career paths
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Functional structure disadvantages
* Weaker customer or product focus * Potentially weak communication among functions * Weak grasp of broader organizational issues
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Product structure
* Organizational structure * Functional departments are grouped under major product divisions. * Ex: home, mobile divice and TV divsion or focusing on different customer needs
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Product structure advantages
* Economies of scale * Product team culture * Product expertise * Cross-functional communication
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Product structure disadvantages
* Regional or local focus * Weak customer focus
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Geographic structure
* Organizational structure * Geographic regions define the organizational chart.
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Geographic structure advantages
* Proximity to customer * Adapted to local practices * Quicker response time * Cross-functional communication
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Graphic structure disadvantages
* Fewer economies of scale * Potential issues with consistency across regions (e.g., practices, values, strategic focus)
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Matrix structure
* Organizational structure * 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. * Cross-functional teams work together to design, develop and market products
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Matrix structure advantages
* Combination of cross-disciplinary capabilities and perspectives * Availability of best global talent * Flexibility and agility
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Matrix structure disadvantages
* Complex reporting structures * Potential for conflicts between functions and projects over resources * Potential cultural conflicts on teams
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RACI
* R - Responsible * A - Accountable * C- Consult * I - Inform For every given activities, individuals will be assigned a certain role
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R in RACI
* Responsible * Will preform the activity
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A in RACI
* Accountable * In charge of the activitiy * Answers to management for activity's performance
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C in RACI
* Consult * Provides advise or information necessary to preform task
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I in RACI
* Inform * Members to receive communication about activities * Do not preform or consult
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Steps for cultural transformation
1. Describe current culture 2. Identify aspirational culture 3. Identify gaps and conflicts 4. Develop chabge initatives
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How to change organizational culture
* Correct managers who do not support necessary traits or model organizational values and punishing or relplacing those managers if necessary * Align reward systems with desired behaviors and values * Replace old cultural artifacts * Greader emphasis on leader behavior
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What triggers OED interventions on teams or units
Reports of bad performance
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Targets for team or unit interventions
* New groups that must develop team identity * Dysfunctional groups that must identify and resolve conflicts that are hurting productivity * Existing groups must redefine processes and relationships * Virtual teams that must learn to trust, communicate and collaborate over distances
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Stages of group or team development
1. Forming 2. Storming 3. Norming 4. Performing
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Forming stage of team development
* Come together on common activity or share goal * Low levels of commitment and communication * Leader * Provide vision * Describe expectations * Encourage perserance
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Storming stage of team development
* Individuals move past politeness * Higher levels of conflict and distent * Leader * Enforce ground rules * Increase engagement * Provide coaching
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Norming stage of team development
* Growing sence of common direction * Defined responsibilities and processes * Group think * Leader * Facilitate communication and decision making
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Preforming stage of team development
* Group is fully productive, collaborative and mutually supportive * Leader * Monitor, evaluate and foster improvement by celebrating accomplishments
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Types of roles indviduals play in groups
* Task * Social * Dysfunctional
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Task role in group
* Helps get the work done * Proposes solutions and collaborates in group solving * Share task information * Preform their assigned task
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Social role in groups
* Helps maintain relationships and positive group function * Recognize importance of social and interpersonal ties within a group * Promotes harmony, conflict resolution and involvement of all group members
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Dysfunctional roles in groups
* Weaken group and reduce its productivity * May attack others, dominate discussions, resist other's ideas or damage focus and energy through negitivity
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How to manage group dynamics
* Recognize need for both task and social roles * Quickly identify and correct dysfunctional roles * Understand usefulness of certain roles and certain points * Ensure roles are present when needed * Managed when obstruct progress
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Team-building activities may focus on:
* Goals and priorities * Role and responsibility * Process * Interpersonal relationships

Organization (5 decks)

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