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OrgEffect
Organization Effectiveness
| Organization Effectiveness - Q | Organization Effectiveness - A |
|---|---|
| Action research | Gathers inputs from a range of organizational sources - surveys, focus groups, performance data — and develops behavioural science-based change programs designed to resolve issues identified through the research |
| Active listening | Requires the user to: stop talking, put the speaker at ease, show the speaker you're interested, remove distractions, be patient, hold your temper, ask questions, avoid making value judgments, listen to the full story while restating, or summarizing. |
| Appreciative inquiry (Al) | The art and practice of asking questions that strengthen a system’s capacity to comprehend, anticipate, and heighten positive potential. Instead of negation, criticism, and analysis paralysis, there is discovery, vision, design and resolution. |
| Business process re-engineering (BPR) | OD initiatives that use industrial engineering techniques to “re-engineer” the way products are produced and services are delivered. Like TQM and QWL, employee participation and empowerment are important elements of the process |
| Change agent | The individual — usually the OD practitioner — who is tasked with managing the change initiative |
| Communications process | Made up of: the communicator, the message, the medium, the receiver and feedback |
| Delegation of authority | Indicates the degree of authority vested in others. It is also related to the degree of centralization and decentralization within the organization |
| Departmentalization | Indicates the grouping of jobs within an organization. Grouping ranges from being homogeneous to heterogeneous and can include such forms as: function, territory/geography, product and customer |
| Division of labour | Indicates the degree of specialization (from high to low) of jobs |
| Divisionalization | The grouping of all of the elements associated with the manufacturing of a product or delivery of a service (marketing, sales, production, etc.) into one division; thereby creating better focus and coordination between the elements |
| Empowerment | Involves the delegation of responsibilities, accountabilities & authority, enabling employees to have much greater control of their work situation. Gives employees permission to act without approval & involves them in making decisions related to their job |
| Focus groups | A cross-sectional representation of an employee population convened to gather information on organizational performance related issues |
| Groupthink | Team members develop a uniformity of thinking or collective tunnel vision that reduces the team’s ability to be creative or identify and resolve real problems it is responsible for managing |
| Hierarchical organization | An organization characterized by top-down management, many levels of communication and career paths, highly specialized jobs with narrowly defined job descriptions and a focus on interdependence. As well, the style of management is often command and contr |
| Job analysis | A key component of not only organizational design — because it creates the building blocks with which a structure is constructed - but also plays a vital role in other HR functions such as: recruitment and selection, training and development and job evalu |
| Job enrichment | An CD strategy that aims to enhance employee motivation by changing the nature of the work. It uses the notion of 'vertical loading' -increased responsibility, control, variety, learning and opportunity for achievement are built into the job. |
| Kaizen | A Japanese term that refers to a particular form of TQM that focuses on continuous improvement built on employee involvement |
| Managerial grid | A tool used for identifying leadership style as a combination of “concern for people” and “concern for production” |
| Matrix organization | A type of flat organization structure whereby individuals with specialized knowledge are grouped into organizational units that are focused on the accomplishment of a project or program |
| Mission | What we do |
| Norms | The expected standards of behaviour in an organization and form an essential element of culture. They can be either required or emergent |
| Organization citizenship behaviour | Defined as “individual behaviour that is discretionary, not directly or explicitly recognized by the formal rewards system, and that in the aggregate promotes the effective functioning of the organization” |
| Organization climate | The prevailing “atmosphere” that exists in an organization |
| Organization culture | The core values, beliefs and perceptions of organizational members that shape their behaviour and attitudes |
| Organization development (OD) | The use of behavioural science concepts, principles & research with analytical, decision-making and problem-solving techniques to undertake planned organizational interventions aimed at improving performance, organizational health and employee well-being. |
| Paradigm shift | Whereby the fundamental assumptions underlying an aspect of organization life are challenged and through the intervention process a shift takes place in these assumptions that impacts the organization. |
| Process improvement teams | Cross-functional or cross-occupational teams formed to examine a process for the purpose of recommending improvements |
| Quality circles | Groups of employees trained in problem-solving techniques who have a shared area of responsibility and understanding of a work process that are brought together to find ways to improve quality and performance |
| Quality of working life (QWL) | OD initiatives where the design of jobs, work groups, working conditions and process are redesigned such that employees are able to achieve a greater sense of identity with, and satisfaction from, their work and workplace |
| Reaction to change | An CD concept built on the observed reaction of individuals to the death of an intimate; they go through the following stages: denial, resistance, exploration & commitment. Reduce negative 1st 2 stage, heighten last 2. |
| Semi-autonomous work teams | Leaderless teams that are empowered such that a group of workers who are highly skilled use team building and participative approaches to accomplishing their activities and achieving defined outcomes |
| Situational leadership | A theory of leadership built on the notion that the most appropriate style to be adopted by a leader depends upon the situation. Classic styles include coaching, delegating, supporting and directing |
| Socio-technical systems (STS) | An OD approach to analyzing and designing organizational teams, jobs and processes such that technical exigencies (sometimes referred to as imperatives) are optimally married to the social needs of employees |
| Span of control | Indicates the number of jobs or direct reports falling under one area of responsibility. It is usually dependent upon: required contact, level of subordinate education and training and ability to communicate |
| Stages of team development | Forming, storming, norming, performing |
| Team development | The process of developing organizational teams; it is normally built on an experiential learning process that aims to improve team task and relationship competencies |
| Total quality management (TQM) | OD initiatives where the focus on improving product/service quality engages the whole organization & its members in redesigning systems, processes, jobs, training, accountabilities, & authorities so that higher levels of performance, quality are achieved. |
Created by:
smczim
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