Organizational Effectiveness & Development Flashcards
1
Q
The major organizational elements that must be aligned with strategy include:
A
- Structure
- Systems
- Culture
- Values
- Leadership
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
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
4
Q
OED Interventions Include
A
- Tools to examine issue
- Correct number and type of intervention
- Correct audience for maximum effectivness
5
Q
Proactive OED interventions
A
- Identify and correct potential problems before they begin affecting performance
- Prep org to take advantage of anticipated opportunities
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
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
- Metric examples:
- Effectivness in achieving its straegic goals
- Client perception of experience
- HR own effectiveness and efficiency in conducting the intervention
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
9
Q
Analysis paralysis
A
- Collect data, discuss actions but failing to act
- Real issue - reluctance to take reasonable risk
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)
11
Q
Organizarional inverventions
A
- Look at how the organizational structure is helping or hindering strategic process
- Organizational structure - how work groups are related
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
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
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
15
Q
Characteristics of organizational structures
A
- Work specialization
- Decision-making authority
- Layers of hierarchy
- Formalization
- Mechanistic and organiz organizations
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
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
18
Q
Span of control
A
Number of individuals who report to a supervisor
19
Q
Chain of command
A
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
21
Q
Mechanistic organization
A
Highly specialized, hierarchical, and formal,
22
Q
Organic organization
A
- Job boundaries are less distinct
- Fewer levels of decision makers
- More flexible approach to structures and rules.
23
Q
Departmentalization
A
Way an organization groups jobs to coordinate work.
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
- Describe current culture
- Identify aspirational culture
- Identify gaps and conflicts
- 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
- Forming
- Storming
- Norming
- 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
