Organization - Effectiveness & Development

Question 1

organizational Development (OD)

Answer 1

Uses planned change interventions to improve efficiency and effectiveness.

Question 2

Organizational Theories

Answer 2

McKinsey 7S Framework or Burke Litwin Performance and Change Model:

The major orgz elements that must be aligned with strategy include:

• Leadership
• Values
• Structure
• Systems
• Culture

*Everything is connected–if you change something somewhere it will affect something else

Question 3

Major Orgz Elements

Answer 3

Structure: the way the orgz separates and connects its pieces

Systems: the policies that guide behavior and work, the processes, and the technology & tools used

Culture: the set of beliefs, attitudes, values shared by members of the orgz and passed onto new members

Values: principles that the orgz and its leaders have explicitly selected as a guide for decisions and actions

Leadership: the model of behavior that leaders set for the rest of the orgz

Question 4

Proactive Interventions

Answer 4

Proactive OED interventions identify and correct potential problems before they begin affecting performance. They can also prepare to take advantage of anticipated opportunities.

*Prepare in advance

Question 5

Remedial Interventions

Answer 5

Remedial interventions make changes that bring an orgz back on course toward its strategic goals.

Ex: during economic downturns, and orgz can adopt a ‘do more with less’ but this short term benefit might inflict long term problems on the orgz.

1. Diminished capacity, capability, and agility
2. Misaligned orgz
3. Broken work processes
4. Declining workforce engagement

Question 6

Characteristics of Effective OED Interventions

Answer 6

1. Strategically aligned
2. Collaboration
3. Supported by top mgmt
4. Producing sustainable results
5. Supporting continuous improvement
6. Using common tools (metrics)
7. Using common language
8. Flexibility
9. Multiple perspectives

Question 7

Why OED Interventions Fail

Answer 7

1. Leadership does not get invovled
2. The wrong messengers are used: pick the best managers for the message
3. Communication is too sudden or too late
4. Communication is not alinged with orgz realities: message should be honest
5. Poor planning
6. Reluctant to take reasonable risk
7. Too much change for the available resources

Question 8

Organizational Interventions are required when an orgz:

Answer 8

1. Is failing to meet its strategic objectives because its structure is inefficient and or ineffective.
2. Has changed its competitive strategies and needs to develop new skills and traits.

Question 9

Organizational design refers to elements that support an Organizations’ functioning, including:

Answer 9

1. The orgz mission and vision and strategies it is pursuing
2. The way decisions are made
3. The way information is communicated
4. The processes used to perform work and how those processes are managed
5. The systems used to align the orgz needs with the resources required to fill those needs

Question 10

Work Specialization

Answer 10

Work Specialization refers to the degree to which tasks are performed as separate jobs.

While work specialization could be seen as increasing efficiency, it can also result in boredom and lack of quality.

*Show how a job effects the bottom line

Question 11

Decision Making Authority

Answer 11

This principle describes how decisions are made within the orgz

*Centralized v. Decentralized

Question 12

Layers of Hierarchy

Answer 12

The hierarchical layers of an orgz range from the CEO to the EE in a function–how long it takes to get something approved.

1. Span of control: the # of EEs who report to a supervisor
2. Chain of command: the line of authority within an orgz

Question 13

Formalization

Answer 13

Refers to the extent to which rules, policies, and procedures govern the behavior of EEs in the orgz

Question 14

Mechanistic and Organic Orgz

Answer 14

A mechanistic orgz tends to be highly specialized, hierarchical, and formal, while in an organic orgz job boundaries are less distinct and there are fewer levels of decision makers and a more flexible approach to structures and rules.

Question 15

What is Departmentalization

Answer 15

It refers to the way an orgz groups its jobs and aligns efforts. Four common structures are:

Functional, Product, Geographic, Matrix

Question 16

What is a Functional Structure

Answer 16

In a Functional Structure, departments are defined by the services they contribute to the orgz’s overall mission, such as marketing/sales, operations, and HR

Question 17

What is a Product Structure

Answer 17

In an orgz with a product structure, functional departments are grouped under major product divisions.

Question 18

What is a Geographic Structure

Answer 18

A geographic structure is very similar to a product structure, with the exception that geographic regions or countries–rather than products–define the orgz chart

Question 19

What is a Matrix Structure

Answer 19

A matrix structure combines departmenalization by division and function to gain the benefits of both. A matrix includes cross functional teams who may work together to design, develop, and market products.

*Dual rather than single chain of command

Question 20

What is a RACI chart?

Answer 20

A RACI chart helps establish clarity around critical activities by assigning responsibility and describing communication needs.

Responsible: this member will perform the activity

Accountable: in charge of the activity and answers to mgmt. for the activity performance

Consulted: provide advice or info necessary to perform the task

Informed: they receive comments about activities but do not perform or consult

Question 21

Why do we have Team Development Interventions?

Answer 21

To close gaps in knowledge and skills

Activities include:

1. Identify the talent needs: clarify performance standards and competency deficiencies
2. Develop existing staff: develop comprehensive workforce development initiatives
3. Build talent pool: communicate performance expectations, develop coaching or mentoring programs and internal social networks

Question 22

Why do we have Culture Interventions/Requirements?

Answer 22

To change the strategic focus OR because the culture no longer supports the new strategic focus

Activities incldue:

1. Describe the current culture
2. Identify the aspirational culture
3. Identify gaps and conflicts
4. Develop change initiatives

Question 23

Why do we have Team Interventions?

Answer 23

When you have high levels of unresolved conflict within a team OR there is poor comm OR poor leadership

Activities include:

1. New groups that must develop a team identity
2. Dysfunctional groups that must identify and resolve conflicts that are hurting productivity
3. Existing groups that must redefine processes and relationships to be more productive
4. Virtual teams that must learn to trust each other and communicate and collaborate over distances

Question 24

What is Included in a Team Formation Process?

Answer 24

1. Forming: ppl come together around shared goals, members are polite, little trust, low commitment
2. Storming: move past polite, high levels of discord, clashing, high levels of confilct
3. Norming: effective groups build trust, establish realtionships, create rules to guide behavior. Negative: groupthink can impel members to adopt the same position and reject outside views
4. Performing: group is fully productive, collaborative, mutually supportive, self direction

Question 25

What are 3 types of Team Dynamics?

Answer 25

1. Task roles: helps get the work done 2. Social roles: maintain relationships and positive group function 3. Dysfunctional roles: weaken the group and reduce its productivity, attack others, dominate discussions

Question 26

Team Building activities may focus on:

Answer 26

1. Goals and priorities 2. Role and Responsibility 3. Processes 4. Interpersonal relationships