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Organizational Effectiveness & Development Flashcards

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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

Study These Flashcards
A
  • Functional
  • Product
  • Geographic
  • Matriz
25
Functional structure
* 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
Line units
Work groups that conduct the major business of an organization.
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Staff units
Work groups that assist line units by providing specialized services, such as HR.
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Functional structure advantages
* Easy to understand * Specializations develop * Economies of scale * Easier communication within functions * Clear career paths
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Functional structure disadvantages
* Weaker customer or product focus * Potentially weak communication among functions * Weak grasp of broader organizational issues
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Product structure
* Organizational structure * Functional departments are grouped under major product divisions. * Ex: home, mobile divice and TV divsion or focusing on different customer needs
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Product structure advantages
* Economies of scale * Product team culture * Product expertise * Cross-functional communication
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Product structure disadvantages
* Regional or local focus * Weak customer focus
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Geographic structure
* Organizational structure * Geographic regions define the organizational chart.
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Geographic structure advantages
* Proximity to customer * Adapted to local practices * Quicker response time * Cross-functional communication
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Graphic structure disadvantages
* Fewer economies of scale * Potential issues with consistency across regions (e.g., practices, values, strategic focus)
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Matrix structure
* 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
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Matrix structure advantages
* Combination of cross-disciplinary capabilities and perspectives * Availability of best global talent * Flexibility and agility
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Matrix structure disadvantages
* Complex reporting structures * Potential for conflicts between functions and projects over resources * Potential cultural conflicts on teams
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RACI
* R - Responsible * A - Accountable * C- Consult * I - Inform For every given activities, individuals will be assigned a certain role
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R in RACI
* Responsible * Will preform the activity
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A in RACI
* Accountable * In charge of the activitiy * Answers to management for activity's performance
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C in RACI
* Consult * Provides advise or information necessary to preform task
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I in RACI
* Inform * Members to receive communication about activities * Do not preform or consult
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Steps for cultural transformation
1. Describe current culture 2. Identify aspirational culture 3. Identify gaps and conflicts 4. Develop chabge initatives
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How to change organizational culture
* 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
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What triggers OED interventions on teams or units
Reports of bad performance
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Targets for team or unit interventions
* 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
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Stages of group or team development
1. Forming 2. Storming 3. Norming 4. Performing
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Forming stage of team development
* Come together on common activity or share goal * Low levels of commitment and communication * Leader * Provide vision * Describe expectations * Encourage perserance
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Storming stage of team development
* Individuals move past politeness * Higher levels of conflict and distent * Leader * Enforce ground rules * Increase engagement * Provide coaching
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Norming stage of team development
* Growing sence of common direction * Defined responsibilities and processes * Group think * Leader * Facilitate communication and decision making
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Preforming stage of team development
* Group is fully productive, collaborative and mutually supportive * Leader * Monitor, evaluate and foster improvement by celebrating accomplishments
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Types of roles indviduals play in groups
* Task * Social * Dysfunctional
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Task role in group
* Helps get the work done * Proposes solutions and collaborates in group solving * Share task information * Preform their assigned task
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Social role in groups
* 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
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Dysfunctional roles in groups
* Weaken group and reduce its productivity * May attack others, dominate discussions, resist other's ideas or damage focus and energy through negitivity
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How to manage group dynamics
* 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
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Team-building activities may focus on:
* Goals and priorities * Role and responsibility * Process * Interpersonal relationships
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