BA 02 - CIA REVIEW - BUSINESS ACUMEN - ORGANIZATIONAL STRUCTURE, CHANGE AND PROJECT MANAGEMENT

Organizational Structure (OS)

The systematic arrangement of human resources in an organization to achieve common business objectives, outlining roles and responsibilities for seamless work and information flow.

Workflow

The established sequence of processes through which work passes in an organization, determined by its organizational structure.

Centralized OS

An organizational structure where decision-making is concentrated at a single point, typically at the top of the hierarchy.

Decentralized OS

An organizational structure that distributes decision-making authority to various levels within the organization.

Work Design

The definition of the nature and job description of a particular position within an organization.

Administrative Division

The grouping of jobs into departments to facilitate coordination of work within an organization.

Deputation

The power conferred to each employee and department within an organization, defining their authority.

Management Ratio

The number of employees reporting to a supervisor, indicating the span of control within an organization.

Hierarchy

The arrangement of various levels of authority in an organization, based on delegated powers.

Change Management

A structured process for planning and implementing new ways of operating within an organization, aimed at gaining support and cooperation from all affected parties.

Change Management Models

Frameworks developed to approach organizational change, acknowledging its effects across the organization and preparing everyone for the transition.

John Kotter

A prominent thought leader in change management, known for his eight-step process for leading change and principles for effective change implementation.

Kotter’s Four Change Principles

Key principles for driving change, including Select Few + Diverse Many, Have To + Want To, Head + Heart, and Management + Leadership.

Select Few + Diverse Many

The concept that change should not be driven solely by a small group of leaders but should involve the broader workforce to ensure effective implementation.

Have To + Want To

The idea that engaging employees in the change process transforms their mindset from feeling obligated to wanting to embrace change.

Head + Heart

The necessity of appealing to both logic and emotions when communicating change to employees.

Management + Leadership

The combination of technical management skills and emotional leadership skills required to navigate organizational change effectively.

Kotter’s Eight-Step Process

A structured approach to leading change, including creating urgency, building a coalition, forming a vision, enlisting volunteers, enabling action, generating short-term wins, sustaining acceleration, and instituting change.

Project Management

The practice of coordinating processes, tools, team members, and skills to deliver projects that meet goals and satisfy requirements.

Waterfall Project Management

A traditional, sequential project management methodology where phases are completed one after the other without overlap.

Agile Project Management

An iterative and flexible project management approach that breaks projects into short bursts (sprints) for continuous improvement.

Scrum

A popular Agile methodology that emphasizes continuous improvement and iterative progress in project management.

Lean Project Management

A methodology focused on increasing output and value while reducing waste, often used in manufacturing.