L6: Organizational Development Flashcards by Fritzy Gletch Berdin

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

ORGANIZATION

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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

ORGANIZATIONAL DEVELOPMENT

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OD practitioner; catalyst for change within the
organization

Change agent

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The process begins with recognizing problems.

START POINT

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Programs and processes designed to
improve the organization’s functioning

Interventions in OD

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Involves systematic collection data, widely used intervention strategy

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

SURVEY FEEDBACK

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Develop teams or enhance the effectiveness of the existing teams.

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

TEAM BUILDING

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Makes use of outdoors and entails various
physical and mental exercise

Outdoor Experiential Training

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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.

Total Quality Management

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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

Gainsharing

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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

Technostructural Interventions

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5 types of Technostructural Interventions

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

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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

Functional Organizational Design

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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

Product-Based Organizational Design

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Combined function and products structures

Matrix Structure

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

Reengineering

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Science of collecting, storing, processing, and
transmitting information

Information Technology

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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

POSITIVE ORGANIZATIONAL DEVELOPMENT

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

Positive Psychology

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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.

Appreciative Inquiry

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4 stages of Appreciative Inquiry

Discovery
Dream
Design
Destiny

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Determine the strengths

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

Discovery

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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.

Dream

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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.

Design

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Design is maintained or sustained in this stage Final step in an Appreciative Inquiry process is the implementation of the collective design.

Destiny

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

Organizational Transformation

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

Culture Change

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

Knowledge Management

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

Organizational Change

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.

T-Groups

Use of power to achieve personal or organizational goals. Process to achieve power

Politics

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

Organizational Politics

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.

Organization Power

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

POWER BASES

2 TYPES OF ORGANIZATIONAL COMMUNICATION

Formal Informal

3 Types of formal communication

Upward Downward Horizontal/Lateral

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.

Upward

Communication within an organization in which the direction of communication is from management to employees. Provides information from the higher levels to lower levels.

Downward

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.

Horizontal/Lateral

An unofficial, informal communication network Informal method of communication within a company.

Grapevine Patterns

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

Task Performance

Refers to performing the work efficiently and accurately.

Proficient Task Performance

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

Adaptive Task Performance

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

Proactive Task Performance

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

Organizational Citizenship Behaviors

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

COUNTERPRODUCTIVE BEHAVIOR

Forming the employment relationship and staying with the organization

JOINING/STAYING WITH THE ORGANIZATION

Employees need to attend office regularly.

MAINTAINING ATTENDANCE

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

ORGANIZATIONAL COMMITMENT

3 types of organizational commitment

Affective Continuance Normative

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

Affective

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.

Continuance

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

Normative

Give 2 ORGANIZATIONAL STRUCTURES AND SYSTEMS

Functional Multidimensional

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

Functional

Based on type of products or clients. Divides the org into self-contained divisions

MULTIDIMENSIONAL/DIVISIONAL

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

Simple

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

FLAT/PROCESS STRUCTURE

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

TALL

Team members report to several managers at once Structured of both function and product simultaneously

MATRIX

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

TEAM ORGANIZATION/TEAM-BASED

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

PROJECT TASK FORCE/NETWORK

Decision-making is handled at the top of the hierarchy

Centralized

Decision-making is handled by various levels in org

Decentralized

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

MECHANISTIC

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

ORGANIC

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

Organizational Theory

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

Classical Theory

4 Basic Components of Organization

A system of differentiated activities People Cooperation toward a goal Authority

4 Major Structural Principles

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

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

Functional Principle

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

Scalar Principle

Primary responsible

Line Functions/Positions

Supports the line position

Staff Functions/Positions

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

Span-Of-Control Principle

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

Scientific Management

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

Bureaucracy

Give 2 Characteristics of a Bureaucratic Organization

Rules and Regulations Impersonality

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

Division of Labor

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

Hierarchy of Authority

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

Rules and Regulations

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

Impersonality

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

Career Orientation

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

Drawbacks

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

Administrative Management

5 FUNCTIONS OF MANAGERS

Planning Organizing Commanding Coordinating Controlling

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

Neoclassical Theory of Organizations

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

Hawthorne Studies

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

The Cooperative System

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

Humanistic Theory

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

Theory Y

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

Theory of Adult Personality

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

Modern Organization Theory

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

Total-Quality-Management (TQM)

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

Plan-Control-Improve

JURAN TRILOGY

Quality Planning Quality Control Quality Improvement

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

Knowledge Management

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

The Learning Organization

5 Disciplines of Learning Organization

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

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

Evidence-Based Management

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

Competitive Strategy

3 Types of Strategies

Cost leadership Differentiation Market Segmentation

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

ORGANIZATIONAL CHANGE

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

Organizational Transition

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

SACRED COW HUNT

Unnecessary paperwork

Paper Cow

Number and length of meetings

Meeting Cow

Unnecessary deadlines

Speed Cow

5 STAGES DURING MAJOR ORGANIZATIONAL CHANGES

Denial Defense Discarding Adaptation Internalization

2 TYPEs OF CHANGE

EVOLUTIONARY CHANGE REVOLUTIONARY CHANGE

5 TYPES OF THE PERSON BEING CHANGED

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

“ If it ain’t broke, break it.”

CHANGE AGENTS

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

CHANGE ANALYSTS

“If it’s broke, I’ll help fix it.”

RECEPTIVE CHANGER

"Are you sure it’s broken?”

RELUCTANT CHANGER

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

CHANGE RESISTER

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

ORGANIZATIONAL CULTURE

5 STEPS IN CHANGING CULTURE

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