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Industrial Organization > L6: Organizational Development > Flashcards

L6: Organizational Development Flashcards

1
Q

A coordinated group of people who perform tasks to produce goods or services, colloquially referred to as companies.

A

ORGANIZATION

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2
Q

Planned, organization-wide effort to increase
organizational effectiveness through behavioral science knowledge and technology.

AREA OF SPECIALIZATION DEVOTED TO THE
STUDY OF FACILITATING ORGANIZATIONS TO
DEVELOP OR CHANGE THEMSELVES IN RESPONSE TO ENVIRONMENTAL INFLUENCES

A

ORGANIZATIONAL DEVELOPMENT

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3
Q

OD practitioner; catalyst for change within the
organization

A

Change agent

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4
Q

The process begins with recognizing problems.

A

START POINT

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5
Q

Programs and processes designed to
improve the organization’s functioning

A

Interventions in OD

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6
Q

Involves systematic collection data, widely used intervention strategy

Interpretation of results of organizational members to initiate problem-solving.

A

SURVEY FEEDBACK

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7
Q

Develop teams or enhance the effectiveness of the existing teams.

Refers to activities that help teams improve
productivity, communication, performance, and employee engagement.

A

TEAM BUILDING

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8
Q

Makes use of outdoors and entails various
physical and mental exercise

A

Outdoor Experiential Training

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9
Q

Approach that seeks to improve quality and
performance by placing customer satisfaction at the center.

Also known as continuous improvement or quality management; focuses on employee involvement in the control of quality in
organizations.

A

Total Quality Management

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10
Q

Involves paying employees a bonus based on improvements in productivity

System of management in which an
organization seeks higher levels of
performance through the involvement and
participation of its people

A

Gainsharing

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11
Q

Focus on improving organizational effectiveness and employee performance
by focusing on technology and the structure of the organization.

Focus on the technology and structure of
organizations

A

Technostructural Interventions

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12
Q

5 types of Technostructural Interventions

A

Functional Organizational Design
Product-Based Organizational Design
Matrix Structure
Reengineering
Information Technology

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13
Q

Most basic, structured according to the various functions of the employees, groups employees to various departments based
on their expertise; create job specialist and overly focused on their own department
and are of specialization

A

Functional Organizational Design

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14
Q

Organized based on their product output, allows the managers of a particular division to focus exclusively on that division, creating greater commitment and cohesion within the
division; operates as a separate entity

A

Product-Based Organizational Design

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15
Q

Combined function and products structures

A

Matrix Structure

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16
Q

Involves fundamental rethinking and redesign of business processes to improve critical performance as measures by cost, quality, service, and speed

A

Reengineering

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17
Q

Science of collecting, storing, processing, and
transmitting information

A

Information Technology

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18
Q

Places where employees are able to use their connections with others, their strengths, positive emotions, sense of purpose, knowledge and goodness to increase their
motivation and engagement, and achieve excellence and success in their work

A

POSITIVE ORGANIZATIONAL DEVELOPMENT

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19
Q

Scientific study of the strengths and virtues of
individuals and institutions rather than their weaknesses and impairments.

A

Positive Psychology

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20
Q

Help participants uncover existing strengths,
advantages, or opportunities in their
communities, organizations, or teams

Engages employees by focusing on positive messages, the best of what employees have to offer, and the affirmation of past and
present strengths and successes.

A

Appreciative Inquiry

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21
Q

4 stages of Appreciative Inquiry

A

Discovery
Dream
Design
Destiny

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22
Q

Determine the strengths

Participants engage in a dialogue designed
to surface the most positive features of a
community, organization, or team

A

Discovery

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23
Q

Information gathered from discovery is analyzed and elaborated upon to arrive at a vision statement or focused intent

Participants collaboratively envision a desired
future for their community, organization, or team.

A

Dream

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24
Q

Designing innovative ways to identify where the organization should be going

Participants begin to co-constructively
design a new or refashioned community,
organization, or team.

A

Design

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25
Q

Design is maintained or sustained in this stage

Final step in an Appreciative Inquiry process is
the implementation of the collective design.

A

Destiny

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26
Q

Any intervention primarily directed toward
creating a new vision for an organization and changing its beliefs, purpose, and mission.

A

Organizational Transformation

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27
Q

Alteration of a pattern of beliefs, values, norms, and expectations shared by organizational members

A

Culture Change

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28
Q

Organizations enhance their operations through attempts to generate, transform, disseminate, and use their knowledge

A

Knowledge Management

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29
Q

Process of altering organizations to be more adaptive and congruent with their business environment

A

Organizational Change

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30
Q

Sensitivity training, use of unstructured group interaction to help workers gain insight into their motivations and their behavior patterns in dealing with others.

Type of experience-based learning.

A

T-Groups

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31
Q

Use of power to achieve personal or organizational goals.

Process to achieve power

A

Politics

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32
Q

Involves any action taken to influence the behavior of others to reach personal goals

Agenda of each employee within a company and the activities they engage in to acquire, increase, and wield power and resources to gain a desired outcome

A

Organizational Politics

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33
Q

Comes from an individual’s position in the organization and from the control over important organizational resources conveyed by that position

Ability that you have to influence the behavior
of another stakeholder in your organization.

A

Organization Power

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34
Q

Area or the group of people from which
they get the most support, and which
enables him or her to become powerful

A

POWER BASES

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35
Q

2 TYPES OF ORGANIZATIONAL
COMMUNICATION

A

Formal
Informal

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36
Q

3 Types of formal communication

A

Upward
Downward
Horizontal/Lateral

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37
Q

Communication within an organization in which the direction of communication is from employees up to management.

Serves as control system for the
organization wherein subordinates
communicate to the higher levels.

A

Upward

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38
Q

Communication within an organization in
which the direction of communication is from
management to employees.

Provides information from the higher levels
to lower levels.

A

Downward

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39
Q

Communication that occurs between people at the same level in an organization

Aims at linking related tasks, work units and
divisions in the organization, among co-workers with the same level or hierarchical positions.

A

Horizontal/Lateral

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40
Q

An unofficial, informal communication network

Informal method of communication within a company.

A

Grapevine Patterns

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41
Q

Individual’s voluntary goal-directed behavior
that contributes to organizational objectives.

A

Task Performance

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42
Q

Refers to performing the work efficiently and accurately.

A

Proficient Task Performance

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43
Q

Refers to how well employee modify their thoughts and behaviors to align with and support a new and changing environment

A

Adaptive Task Performance

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44
Q

Refers to how employees take the initiative to and anticipate and introduce new work patterns that benefit the organization

A

Proactive Task Performance

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45
Q

Various forms of cooperation and helpfulness
to others that support the organization’s social and psychological context.

A

Organizational Citizenship Behaviors

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46
Q

Voluntary behaviors that have the potential
to directly or indirectly harm the organization or its stakeholder.

A

COUNTERPRODUCTIVE BEHAVIOR

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47
Q

Forming the employment relationship and staying with the organization

A

JOINING/STAYING WITH THE
ORGANIZATION

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48
Q

Employees need to attend office regularly.

A

MAINTAINING ATTENDANCE

49
Q

Extent to which an employee identifies with and is involved in an organization.

A

ORGANIZATIONAL COMMITMENT

50
Q

3 types of organizational commitment

A

Affective
Continuance
Normative

51
Q

Extent on which the employee wants
to remain with the organization, cares
about the organization and is willing to exert effort on its behalf.

A

Affective

52
Q

Extent to which an employee believes
she/he must remain with the organization due to the time, expenses and effort that she/he already put into it or the difficulty she would have in finding another job.

A

Continuance

53
Q

Extent to which an employee feels obligated to the organization and, as a result of this obligation, must remain with the organization.

A

Normative

54
Q

Give 2 ORGANIZATIONAL STRUCTURES AND SYSTEMS

A

Functional
Multidimensional

55
Q

Divides the organization into departments based on the functions or task performed.

A

Functional

56
Q

Based on type of products or clients.

Divides the org into self-contained divisions

A

MULTIDIMENSIONAL/DIVISIONAL

57
Q

Basic organizational design structure with low
departmentalization, little work specialization, wide spans of control, centralized authority (typically the owner has the most of the power) and little formalization or rules that govern operation.

Few people, minimal hierarchy

A

Simple

58
Q

Span of control is larger, fewer management levels, focused on empowering, employing rather than adhering to the chain of command by encouraging autonomy and self-direction; common when the task is repetitive and requires minimal supervision

Large span of control, few management levels

A

FLAT/PROCESS STRUCTURE

59
Q

Managers have smaller span of control, longer chain of command, provide clear, distinct layers with obvious lines of responsibility and control and a clear promotion structure.

Small span of control, multiple hierarchical levels

A

TALL

60
Q

Team members report to several managers at
once

Structured of both function and product simultaneously

A

MATRIX

61
Q

Workers have defined jobs, not narrowly specialized positions common to traditionally structured organizations, collaborate among workers, and share skills and resources.

Emphasizes collaboration and teamwork

A

TEAM ORGANIZATION/TEAM-BASED

62
Q

Temporary, nontraditional organization of members from different departments or positions within a traditional structure who are assembled to complete a specific job or project.

Build product or serve client through an alliance of several

A

PROJECT TASK FORCE/NETWORK

63
Q

Decision-making is handled at the top of the hierarchy

A

Centralized

64
Q

Decision-making is handled by various levels in org

A

Decentralized

65
Q

Characterized by narrow span of control and high degree of formalization and centralization.

A

MECHANISTIC

66
Q

Operate with a wide span of control,
decentralized decision-making, and
little formalization.

A

ORGANIC

67
Q

Set of propositions that explains or predicts how groups and individuals behave in varying
organizational structures and circumstances.

A

Organizational Theory

68
Q

Theory developed in the early 20th century that described the form and structure of organizations

A

Classical Theory

69
Q

4 Basic Components of Organization

A

A system of differentiated activities
People
Cooperation toward a goal
Authority

70
Q

4 Major Structural Principles

A

Functional Principle
Scalar Principle
Line/Staff Principle
Span-Of-Control Principle

71
Q

Concept behind the division of labor, that is,
organizations should be divided into units that performs similar functions in areas of specialization

A

Functional Principle

72
Q

Deals with the organization’s vertical growth and refers to the chain of command that grows with levels added to the organization.

A

Scalar Principle

73
Q

Primary responsible

A

Line Functions/Positions

74
Q

Supports the line position

A

Staff Functions/Positions

75
Q

Refers to the number of subordinates a manager is responsible for supervising

A

Span-Of-Control Principle

76
Q

Based on the concept of applying scientific principles to the study of work behavior to help increase worker efficiency and productivity.

A

Scientific Management

77
Q

Initially developed by Max Weber in the late 1800s, it is a classical theory which describes the structure, system, and operation of many
efficient organizations

A

Bureaucracy

78
Q

Give 2 Characteristics of a Bureaucratic Organization

A

Rules and Regulations
Impersonality

79
Q

Specialized tasks and responsibilities allocated to individuals based on their roles.

A

Division of Labor

80
Q

Clear lines of authority from top to bottom, with each level supervised by the one above it.

A

Hierarchy of Authority

81
Q

Explicit rules and procedures that govern the
organization, ensuring consistency and predictability.

A

Rules and Regulations

82
Q

Decisions are based on reasoning rather than personal preferences/biases and emotional thinking.

A

Impersonality

83
Q

Employment and promotion based on merit and qualifications rather than personal
relationships and favoritism.

A

Career Orientation

84
Q

Rigid adherence to rules and the potential for stifling creativity and innovation.

A

Drawbacks

85
Q

Aims to improve organizational productivity by focusing on methods that managers can use to synchronize internal processes.

A

Administrative Management

86
Q

5 FUNCTIONS OF MANAGERS

A

Planning
Organizing
Commanding
Coordinating
Controlling

87
Q

Developed around the mid-20th century as a response and extension to the limitations of the Classical Theory

A

Neoclassical Theory of Organizations

88
Q

Series of experiments that significantly influenced the understanding of workplace
dynamics and human behavior within
organizations.

A

Hawthorne Studies

89
Q

Emphasized the significance of cooperation and communication within organizations for effective functioning.

A

The Cooperative System

90
Q

Organizational success in terms of employee
motivation and the interpersonal relationships that emerge within the
organization

A

Humanistic Theory

91
Q

McGregor’s preferred management view, which he believes will lead to more satisfied employees and more effective organization.

A

Theory Y

92
Q

Organizations that acknowledged and aided this growth would be more likely to prosper than those that ignored or actively inhibited this growth.

A

Theory of Adult Personality

93
Q

Encompasses various perspectives and models that have evolved to understand and manage organizations in today’s complex and dynamic environments.

A

Modern Organization Theory

94
Q

Management approach focused on continuously improving the quality of products, services, and processes within an organization.

A

Total-Quality-Management (TQM)

95
Q

Involves planning a change, implementing it, checking the results, and acting on what is learned to continuously improve processes.

A

Plan-Control-Improve

96
Q

JURAN TRILOGY

A

Quality Planning
Quality Control
Quality Improvement

97
Q

Highlighted the significance of leveraging and organizing knowledge within a company to improve efficiency, innovation, and competitive advantage.

A

Knowledge Management

98
Q

Revolves around fostering an environment where learning is prioritized, enabling continuous improvement, adaptability, and
innovation.

A

The Learning Organization

99
Q

5 Disciplines of Learning Organization

A

a. Building a shared vision
b. Systems Thinking
c. Mental Models
d. Team Learning
e. Personal Mastery

100
Q

Emphasizes making managerial decisions based on credible and empirical evidence rather than relying solely on intuition or popular trends.

A

Evidence-Based Management

101
Q

Focuses on strategies for gaining a competitive advantage in the market.

A

Competitive Strategy

102
Q

3 Types of Strategies

A

Cost leadership
Differentiation
Market Segmentation

103
Q

Refers to the actions in which a company
or business alters a major component of its organization, such as culture, technology, infrastructure, etc.

A

ORGANIZATIONAL CHANGE

104
Q

Implementation of change through systematic planning, organizing, and implementation of change to reach a desirable future state without affecting the continuity of business.

A

Organizational Transition

105
Q

The first step in organizational change, in which employees look for practices and policies that waste time and are
counterproductive.

A

SACRED COW HUNT

106
Q

Unnecessary paperwork

A

Paper Cow

107
Q

Number and length of meetings

A

Meeting Cow

108
Q

Unnecessary deadlines

A

Speed Cow

109
Q

5 STAGES DURING MAJOR ORGANIZATIONAL CHANGES

A

Denial
Defense
Discarding
Adaptation
Internalization

110
Q

2 TYPEs OF CHANGE

A

EVOLUTIONARY CHANGE
REVOLUTIONARY CHANGE

111
Q

5 TYPES OF THE PERSON BEING CHANGED

A

1.) CHANGE AGENTS
2.) CHANGE ANALYSTS
3.) RECEPTIVE CHANGER
4.) RELUCTANT CHANGER
5.) CHANGE RESISTER

112
Q

“ If it ain’t broke, break it.”

A

CHANGE AGENTS

113
Q

“If it ain’t broke, leave it alone; if it’s broke, fix it.”

A

CHANGE ANALYSTS

114
Q

“If it’s broke, I’ll help fix it.”

A

RECEPTIVE CHANGER

115
Q

“Are you sure it’s broken?”

A

RELUCTANT CHANGER

116
Q

·“It may be broken, but it’s still better than the unknown.”

A

CHANGE RESISTER

117
Q

The shared values, beliefs, and traditions that exist among individuals in an organization.

A

ORGANIZATIONAL CULTURE

118
Q

5 STEPS IN CHANGING CULTURE

A

Needs Assessment
Determining Executive Directions
Implementation Considerations
Training
Evaluation of the New Culture

Industrial Organization (10 decks)

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