Resources and Organizational Structure

Question 1

Improving performance requires

Answer 1

planning and execution

Question 2

For organizational change to be effective, planning and execution generally must include redesign or coordination on the following five interrelated fronts.

Answer 2

Organization and People.
Technology
Policies, Legislation, and Regulations
Physical Infrastructure
Process

Question 3

The acronym, DOTMLPF is used by the Department of Defense to describe

Answer 3

Doctrine, Organization, Training, Material, Leadership and Education, Personnel, and Facilities

Question 4

Organization and People.

Answer 4

Human resources are the key to future viability and organizational growth in a continuous learning environment. Although processes and other front factors may change, the focus should remain on providing workers with appropriate knowledge, skills, experiences, and tools.

Question 5

Technology

Answer 5

Technology is a crucial enabling factor that allows compression of cycles, lead time,
distance, and broader access to information and knowledge assets. Technology also eliminates
barriers between customers and suppliers.

Question 6

Policies, Legislation, and Regulations.

Answer 6

Changing existing policies, regulations, and legislation may be required for new processes.

Question 7

Physical Infrastructure.

Answer 7

Physical facilities, equipment, and tools should be designed to support and maximize changes in workflow, information technology, and human resources.

Question 8

Process

Answer 8

The flow of work and information into and throughout the organization must be redesigned using standard continuous process improvement methodologies.

Question 9

Doctrine:

Answer 9

The way we fight (emphasizing maneuver warfare, combined air-ground campaigns)

Question 10

Organization:

Answer 10

How we organize the fight (divisions, air wings, task forces).

Question 11

Training:

Answer 11

How we prepare to fight tactically (basic military training, advanced individual training, unit training, joint exercises).

Question 12

Materiel:

Answer 12

All the ‘stuff’ necessary to equip the forces (weapons, spares) so we can operate effectively.

Question 13

Leadership and Education:

Answer 13

How we prepare leaders to lead the fight from squad leaders to four stars (professional development).

Question 14

Personnel:

Answer 14

Availability of qualified people for peacetime, wartime, and various contingency operations.

Question 15

Facilities:

Answer 15

Real property, installations, and industrial facilities (government owned ammunition production facilities) that support the forces.

Question 16

Organizational design should be determined based on the organization’s

Answer 16

Overall mission and strategy, taking into consideration the environment, size, and pace of technology.

Question 17

In determining how an organization should be structured, it is important to balance the need for

Answer 17

precision with the need for flexibility

Question 18

Mechanistic (Bureaucratic) Structure.

Answer 18

A mechanistic or bureaucratic organizational structure is vertically arranged; communication and decision-making begin at the top and then filter downward.

Question 19

Organic Structure.

Answer 19

An organic organization has horizontal and vertical communication, allowing communication to occur up and down as well as across departments and among co-workers without bureaucratic lines.

Question 20

Diverse Structure.

Answer 20

Because there are advantages and disadvantages of mechanistic and organic organizations, organizations with a diverse design incorporate both mechanistic and organic structures to accomplish the mission.

Question 21

Matrix Structure.

Answer 21

The matrix design is basically an organizational design or team within a mechanistic, organic, or diverse organization. A matrix design is usually best for addressing a temporary need within an organization; therefore, it is short-lived, and the overall organizational structure remains intact