Unit 3 - Organizational Effectiveness Flashcards
An organization’s culture includes the following.
Symbols/Artifacts & Rituals/Stories
Diagnosing a culture can include the following.
- Observing symbols/artifacts
- Hold employee focus groups
- Conduct employee surveys
- Examine decision-making, communication style/channels, and reward structures
- Look at org structure
- Assess the nature of relationships
- Leadership style
This culture is more personal and like a family.
Clan
This culture is structured with efficient processes.
Hierarchy
A flexible, adaptable, and informal organizational structure without bureaucratic policies or procedures.
Adhocracy
This culture is a results-oriented place that is customer-driven.
Market
Describe a clan’s structure and focus of control.
Flexible structure & internal focus
Describe a hierarchy’s structure and focus of control.
Stable structure & internal focus
Describe an adhocracy’s structure and focus of control.
Flexible structure & external focus.
Describe a market’s structure and focus of control.
Stable structure & external focus.
What are keys to a successful culture shift.
- Clear strategic vision
- Top management commitment
- Review org structure, processes, and HR programs
- Employee socialization
- Positive reinforcement
Which factors define employee engagement & discretionary effort?
- Motivation
- Satisfaction
- Commitment to the Organization
ERG Theory
Further categorized Maslow’s hierarchy of needs by grouping them as below. Manager’s should focus on helping their employee’s simultaneously achieve a blend of needs instead of just one at a time.
Existence: Physiological & Safety
Relatedness: Self-Esteem & Social Belonging
Growth: Self-Actualization
Two-Factor Theory (also called Herzberg’s Motivation-Hygiene Theory)
The two-factor theory states that there are certain factors in the workplace that cause job satisfaction while a separate set of factors cause dissatisfaction, all of which act independently of each other.
Need Theory (also called McClelland’s Human Motivation Theory / three needs theory)
People have three motivating factors, and people will have a dominant factor that influences their behavior.
- Achievement
- Affilitation
- Power
You can use this information to lead, praise, and motivate your team more effectively, and to better structure your team’s roles.
Expectancy Theory
Expectancy Theory argues that the strength of our motivation to act in a particular way depends on the strength of three expectations:
That making more effort will improve performance.
That a high level of performance will bring a reward.
That the outcome – your reward – will be attractive.
Effort –> Performance –> Outcome
Equity Theory
Theory asserts that an employee can become demotivated if they perceive their inputs to be higher than outputs received.
Managers should seek to find a fair balance between the inputs that an employee gives (hard work, skill level, acceptance, enthusiasm, and so on), and the outputs received (salary, benefits, intangibles such as recognition, and so on).
Locke’s Goal Setting Theory
Clear goals and appropriate feedback motivate employees.
“SMART” stands for Specific, Measurable, Attainable, Relevant, and Time-bound
Job Characteristics Model
Job characteristics theory is a theory of work design. It provides “a set of implementing principles for enriching jobs in organizational settings”.
This model specifies the conditions under which workers or individuals will be internally motivated to perform their jobs effectively.
Gallop Q12 Model of Engagement
A 12 question survey that assesses an employee’s engagement levels. Employees are rated as either engaged, not engaged, or actively engaged.
Examines basic needs, management support, teamwork, and growth.
Aon Hewitt Model of Engagement
Aon Hewitt defines engaged employees in terms of:
• What they SAY about the organization.
• Their desire to STAY with the organization.
• The degree to which they STRIVE to do their
best.
Towers Watson Model of Engagement
Towers Watson focuses more on the connection between employees and their organizations:
• Do employees put in discretionary effort? • Does their work experience give them a sense of well-being? • Does the environment support productivity?
Which drivers of engagement help increase employee motivation?
- Clarify of expectations
- Task significance - understanding how your work contributes to the overall success of the organization
- Self-efficacy
Which drivers of engagement help increase employee satisfaction?
- Autonomy
2. Effective feedback
Which drivers of engagement help increase employee commitment?
- Opportunities to grow
- Values of org & leadership
- Rewarding relationships
Semi-autonomous work group
Makes decisions and solves problems concerning work processes
Self-managing teams
Make decisions and solve problems concerning work production
Self-designing teams
Self-managing teams that also control team design and membership (has the most autonomy)
What are the 4 stages in team development
Forming –> Storming –> Norming –> Performing
Inter-role conflict
This type of conflict occurs when an individual occupies two or more roles whose expectations are inconsistent.
Inter-sender conflict
A role receiver experiences this type of conflict if the role behavior demanded by one role sender is incongruent with the role behavior demanded by another role sender(s). Involves two senders.
May occur when role pressures associated with membership in one group are incompatible with pressures stemming from membership in other groups.
Intra-sender conflict
This type of conflict occurs when a role sender requires a role receiver (i.e., the focal person) to perform contradictory or inconsistent roles (involves 1 sender)
Functional Departmentalization Org Structure
Involves a grouping of experts according to their expertise. Popular amongst org’s with a low-cost strategy.
Product Departmentalization Org Structure
Responsible for all the aspects of the product line, which involves a broader scope of responsibility. Risk of not enough cross-departmental collab due to product silos. Org structure would be popular amongst those focusing on product quality or dominating a particular market niche.
Customer Departmentalization Org Structure
Focus on the customer in relation to the product. Focuses on customer satisfaction & products are customized to meet customer needs. Risk of duplication of effort, less cross-department collab, and typically more expensive.
Geographic Departmentalization Org Structure
Product/service more in tune with unique customer needs based on location. Risk of duplication of effort, less cross-geographic collab, and typically more expensive.
Matrix Departmentalization Org Structure
Combination of functional + another org structure
(customer, product, or geographic head), which
results in the employee reporting to 2 bosses. Can results in efficient management of large organizations, great collab, and avoids duplication of effort.
This structure may lead to conflict btwn the two bosses heading the company.
Boundaryless Organizations
Org with a more fluid org structure; flatter hierarchy.
What is the 4-step process in the reaction to change?
Denial –> Resistance –> Exploration –> Acceptance
Model of Change Management –> Lewin’s Change Process
- Unfreeze (instill belief in the change)
- Transition (people begin to resolve their uncertainty and look for new ways to do things)
- Refreeze (make it stick)
Model of Change Management –> Lewin’s Force Field Analysis
Diagnoses the driving and resisting forces of change. Identifies the need for change and the barriers to change. It’s better to remove the sources of the resistance to change rather than simply communicating the benefits of change.
Model of Change Management –> Kotter’s Eight-Step Change Model
- Create a Sense of Urgency
- Create a Guiding Coalition (identify people in the org who can act as leaders & change catalysts)
- Develop a Vision and Strategy
- Communicate the Vision and Strategy
- Empower Broad-Based Action
- Generate Short-term Wins
- Consolidate Gains and Produce More Change
- Anchor the Change in the Culture of the
Organization
7-Step Action Research Change Model
Action Research Model is a method to facilitate change
by helping involve the client system in a diagnostic,
active-learning, problem-finding, and problem-solving
process. Enables double-loop learning.
Positive Change Model
Identifies the best practices that exist within the organization. Takes a constructivist vs deficit approach. Enables double-loop learning.
Double loop learning
Double-loop learning involves actually reconsidering
if the original goal makes sense & changing it as required.
Critical Path / Pert Chart
In project management, it’s a way to lay out a sequence of activities, identify resourcing, and timelines.
Project that is ahead of schedule has + slack, whereas a project that is behind schedule would have - slack.
Gantt Chart
Shows sequence of activities against timelines. Includes the list of activities on the left and timelines.
What type of team can make decisions and solve problems related to daily operations, but needs to request approval for scheduling vacation or implementing training?
Semi-autonomous team
A manager using expectancy theory to increase motivation would:
Increase perceived instrumentality
Leader-member exchange theory
Relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers.
Asserts that effective leadership is dependent on the relationship that develops between a leader and an employee.
