Unit 3 - Organizational Effectiveness

Question 1

An organization’s culture includes the following.

Answer 1

Symbols/Artifacts & Rituals/Stories

Question 2

Diagnosing a culture can include the following.

Answer 2

1. Observing symbols/artifacts
2. Hold employee focus groups
3. Conduct employee surveys
4. Examine decision-making, communication style/channels, and reward structures
5. Look at org structure
6. Assess the nature of relationships
7. Leadership style

Question 3

This culture is more personal and like a family.

Answer 3

Clan

Question 4

This culture is structured with efficient processes.

Answer 4

Hierarchy

Question 5

A flexible, adaptable, and informal organizational structure without bureaucratic policies or procedures.

Answer 5

Adhocracy

Question 6

This culture is a results-oriented place that is customer-driven.

Answer 6

Market

Question 7

Describe a clan’s structure and focus of control.

Answer 7

Flexible structure & internal focus

Question 8

Describe a hierarchy’s structure and focus of control.

Answer 8

Stable structure & internal focus

Question 9

Describe an adhocracy’s structure and focus of control.

Answer 9

Flexible structure & external focus.

Question 10

Describe a market’s structure and focus of control.

Answer 10

Stable structure & external focus.

Question 11

What are keys to a successful culture shift.

Answer 11

1. Clear strategic vision
2. Top management commitment
3. Review org structure, processes, and HR programs
4. Employee socialization
5. Positive reinforcement

Question 12

Which factors define employee engagement & discretionary effort?

Answer 12

1. Motivation
2. Satisfaction
3. Commitment to the Organization

Question 13

ERG Theory

Answer 13

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

Question 14

Two-Factor Theory (also called Herzberg’s Motivation-Hygiene Theory)

Answer 14

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.

Question 15

Need Theory (also called McClelland’s Human Motivation Theory / three needs theory)

Answer 15

People have three motivating factors, and people will have a dominant factor that influences their behavior.

1. Achievement
2. Affilitation
3. Power

You can use this information to lead, praise, and motivate your team more effectively, and to better structure your team’s roles.

Question 16

Expectancy Theory

Answer 16

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

Question 17

Equity Theory

Answer 17

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).

Question 18

Locke’s Goal Setting Theory

Answer 18

Clear goals and appropriate feedback motivate employees.

“SMART” stands for Specific, Measurable, Attainable, Relevant, and Time-bound

Question 19

Job Characteristics Model

Answer 19

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.

Question 20

Gallop Q12 Model of Engagement

Answer 20

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.

Question 21

Aon Hewitt Model of Engagement

Answer 21

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.

Question 22

Towers Watson Model of Engagement

Answer 22

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?

Question 23

Which drivers of engagement help increase employee motivation?

Answer 23

1. Clarify of expectations
2. Task significance - understanding how your work contributes to the overall success of the organization
3. Self-efficacy

Question 24

Which drivers of engagement help increase employee satisfaction?

Answer 24

1. Autonomy

2. Effective feedback

Question 25

Which drivers of engagement help increase employee commitment?

Answer 25

1. Opportunities to grow
2. Values of org & leadership
3. Rewarding relationships

Question 26

Semi-autonomous work group

Answer 26

Makes decisions and solves problems concerning work processes

Question 27

Self-managing teams

Answer 27

Make decisions and solve problems concerning work production

Question 28

Self-designing teams

Answer 28

Self-managing teams that also control team design and membership (has the most autonomy)

Question 29

What are the 4 stages in team development

Answer 29

Forming –> Storming –> Norming –> Performing

Question 30

Inter-role conflict

Answer 30

This type of conflict occurs when an individual occupies two or more roles whose expectations are inconsistent.

Question 31

Inter-sender conflict

Answer 31

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.

Question 32

Intra-sender conflict

Answer 32

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)

Question 33

Functional Departmentalization Org Structure

Answer 33

Involves a grouping of experts according to their expertise. Popular amongst org’s with a low-cost strategy.

Question 34

Product Departmentalization Org Structure

Answer 34

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.

Question 35

Customer Departmentalization Org Structure

Answer 35

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.

Question 36

Geographic Departmentalization Org Structure

Answer 36

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.

Question 37

Matrix Departmentalization Org Structure

Answer 37

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.

Question 38

Boundaryless Organizations

Answer 38

Org with a more fluid org structure; flatter hierarchy.

Question 39

What is the 4-step process in the reaction to change?

Answer 39

Denial –> Resistance –> Exploration –> Acceptance

Question 40

Model of Change Management –> Lewin’s Change Process

Answer 40

1. Unfreeze (instill belief in the change)
2. Transition (people begin to resolve their uncertainty and look for new ways to do things)
3. Refreeze (make it stick)

Question 41

Model of Change Management –> Lewin’s Force Field Analysis

Answer 41

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.

Question 42

Model of Change Management –> Kotter’s Eight-Step Change Model

Answer 42

1. Create a Sense of Urgency
2. Create a Guiding Coalition (identify people in the org who can act as leaders & change catalysts)
3. Develop a Vision and Strategy
4. Communicate the Vision and Strategy
5. Empower Broad-Based Action
6. Generate Short-term Wins
7. Consolidate Gains and Produce More Change
8. Anchor the Change in the Culture of the
   Organization

Question 43

7-Step Action Research Change Model

Answer 43

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.

Question 44

Positive Change Model

Answer 44

Identifies the best practices that exist within the organization. Takes a constructivist vs deficit approach. Enables double-loop learning.

Question 45

Double loop learning

Answer 45

Double-loop learning involves actually reconsidering

if the original goal makes sense & changing it as required.

Question 46

Critical Path / Pert Chart

Answer 46

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.

Question 47

Gantt Chart

Answer 47

Shows sequence of activities against timelines. Includes the list of activities on the left and timelines.

Question 48

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?

Answer 48

Semi-autonomous team

Question 49

A manager using expectancy theory to increase motivation would:

Answer 49

Increase perceived instrumentality

Question 50

Leader-member exchange theory

Answer 50

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.