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All Notecards > Organizational Effectiveness & Development > Flashcards

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
25
Q

Functional structure

A
  • 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.
26
Q

Line units

A

Work groups that conduct the major business of an organization.

27
Q

Staff units

A

Work groups that assist line units by providing specialized services, such as HR.

28
Q

Functional structure advantages

A
  • Easy to understand
  • Specializations develop
  • Economies of scale
  • Easier communication within functions
  • Clear career paths
29
Q

Functional structure disadvantages

A
  • Weaker customer or product focus
  • Potentially weak communication among functions
  • Weak grasp of broader organizational issues
30
Q

Product structure

A
  • Organizational structure
  • Functional departments are grouped under major product divisions.
    • Ex: home, mobile divice and TV divsion or focusing on different customer needs
31
Q

Product structure advantages

A
  • Economies of scale
  • Product team culture
  • Product expertise
  • Cross-functional communication
32
Q

Product structure disadvantages

A
  • Regional or local focus
  • Weak customer focus
33
Q

Geographic structure

A
  • Organizational structure
  • Geographic regions define the organizational chart.
34
Q

Geographic structure advantages

A
  • Proximity to customer
  • Adapted to local practices
  • Quicker response time
  • Cross-functional communication
35
Q

Graphic structure disadvantages

A
  • Fewer economies of scale
  • Potential issues with consistency across regions (e.g., practices, values, strategic focus)
36
Q

Matrix structure

A
  • 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
37
Q

Matrix structure advantages

A
  • Combination of cross-disciplinary capabilities and perspectives
  • Availability of best global talent
  • Flexibility and agility
38
Q

Matrix structure disadvantages

A
  • Complex reporting structures
  • Potential for conflicts between functions and projects over resources
  • Potential cultural conflicts on teams
39
Q

RACI

A
  • R - Responsible
  • A - Accountable
  • C- Consult
  • I - Inform

For every given activities, individuals will be assigned a certain role

40
Q

R in RACI

A
  • Responsible
  • Will preform the activity
41
Q

A in RACI

A
  • Accountable
  • In charge of the activitiy
  • Answers to management for activity’s performance
42
Q

C in RACI

A
  • Consult
  • Provides advise or information necessary to preform task
43
Q

I in RACI

A
  • Inform
  • Members to receive communication about activities
  • Do not preform or consult
44
Q

Steps for cultural transformation

A
  1. Describe current culture
  2. Identify aspirational culture
  3. Identify gaps and conflicts
  4. Develop chabge initatives
45
Q

How to change organizational culture

A
  • 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
46
Q

What triggers OED interventions on teams or units

A

Reports of bad performance

47
Q

Targets for team or unit interventions

A
  • 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
48
Q

Stages of group or team development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
49
Q

Forming stage of team development

A
  • Come together on common activity or share goal
  • Low levels of commitment and communication
  • Leader
    • Provide vision
    • Describe expectations
    • Encourage perserance
50
Q

Storming stage of team development

A
  • Individuals move past politeness
  • Higher levels of conflict and distent
  • Leader
    • Enforce ground rules
    • Increase engagement
    • Provide coaching
51
Q

Norming stage of team development

A
  • Growing sence of common direction
  • Defined responsibilities and processes
  • Group think
  • Leader
    • Facilitate communication and decision making
52
Q

Preforming stage of team development

A
  • Group is fully productive, collaborative and mutually supportive
  • Leader
    • Monitor, evaluate and foster improvement by celebrating accomplishments
53
Q

Types of roles indviduals play in groups

A
  • Task
  • Social
  • Dysfunctional
54
Q

Task role in group

A
  • Helps get the work done
  • Proposes solutions and collaborates in group solving
  • Share task information
  • Preform their assigned task
55
Q

Social role in groups

A
  • 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
56
Q

Dysfunctional roles in groups

A
  • Weaken group and reduce its productivity
  • May attack others, dominate discussions, resist other’s ideas or damage focus and energy through negitivity
57
Q

How to manage group dynamics

A
  • 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
58
Q

Team-building activities may focus on:

A
  • Goals and priorities
  • Role and responsibility
  • Process
  • Interpersonal relationships

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