Chapter 7: Organization Design practice Qs

slay

Organization design supports getting work DONE well by

• identifying the key tasks the organization must complete to fulfill its mission and goals,

• grouping tasks into productive and meaningful jobs,

• creating an organizational structure to coordinate and integrate workflows and delegate authority, and developing the organization’s culture in support of its core values, goals, and strategies.

What are the four key elements of Organization Design?

Job Design

Organizational Structure

Integrating and Coordinating Workflows

Organization Culture.

How does Organization Design support getting work 'Done Well'?

Hint its just all the types of organization design

By aligning jobs, structure, workflows, and culture so tasks are performed effectively, efficiently, and consistently with organizational goals.

What contributes most to an employee feeling responsibility for work outcomes according to the Job Characteristics Model?

Autonomy.

What are the 5 core job characteristics in (Hackman and Oldham’s) Job Characteristics Model?

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback.

According to the Job Characteristics Model, what do Skill Variety, Task Identity, and Task Significance help the employee experience?

They help the employee experience the meaningfulness of work.

What are the contingency factors in Job Design?

Employee knowledge and skill

desire for personal growth

and the capacity to derive satisfaction from the work being done.

What is Organizational Structure? explain the 3 points *sounds similar but different from organization design*

grouping jobs into work groups

the formal reporting relationships of employees to supervisors 

the delegation of authority and responsibility within an organization,

What are the three common forms of Organizational Structure?

Functional Structure

Divisional Structure

Matrix Structure.

How does a Matrix Structure group jobs together?

By function and division.

What is a Functional Structure?

Groups jobs that require similar skills and experience together into a single work group reporting to a functional leader.

What is a Divisional Structure?

Groups jobs with people of diverse skills and experience who focus on specific products, customers, or geographic areas.

What is the concept of 'Agency' in organizational design?

It refers to the delegation of decision-making authority from shareholders to a Board of Directors

With whom does the ultimate authority for decision-making in incorporated businesses reside?

Shareholders.

What is Span of Control?

The number of direct reports assigned to manager. Enabled by technology & knowledge work

What are Levels of Hierarchy?

#of managerial levels 

Why must workflows be integrated and coordinated across boundaries?

Because even well-structured organizations need collaboration across functions and external partners to get the 'Right Work Done Well.'

What approaches do organizations use to integrate and coordinate workflows?

Structure

Liaisons

Task Forces

Cross-Functional Teams

Integrating Roles.

What is a Liaison?

An individual assigned to coordinate their group’s activities with other groups.

What is a Task Force?

A temporary group of members from multiple departments formed to solve a specific problem.

What is a Cross-Functional Team?

A group from multiple areas with ongoing responsibility for managing a key organizational activity.

What is an Integrating Role?

A job with added responsibility for coordinating activities across groups or departments.

What is Organization Culture?

The set of norms, beliefs, values, and attitudes shared by individuals in an organization that influence behavior in support of its goals and strategies.

What are (EDGAR Schein’s) 3  Levels of Culture? list from most to least observable 

Artifacts, Values, and Assumptions.

What are the three Dimensions of Culture? explain

Content=whats deemed important 

Consensus= how norms are shared 

Intensity of Feelings= how strongly they feel 

What is a Strong Culture vs. a Weak Culture?

A Strong Culture has widely shared values and norms; a Weak Culture lacks uniformity, making alignment difficult.

Changing an Organization's Culture—list 7? Boston consulting group

Structure vs flexible

controlling vs delegating

thinking vs doing

internal vs external 

collaborative vs indenpent

cautious vs risk 

diplomatic vs direct 

What is an Agile Organization?

rapid learning and fast decision cycles, and a shared purpose to co-create value for stakeholders.

How does an Agile Organization differ from a traditional structure?

It replaces rigid hierarchies with empowered teams, emphasizes coaching over control, and enables faster learning and adaptability.

What are McKinsey’s Five Trademarks of successful Agile Organizations? N,N,R,D,G

1) Clear North Star,

2) Network of empowered teams,

3) Rapid decision and learning cycles,

4) Dynamic people model,

5) Next-generation technology.

What are the benefits of adopting an Agile Organization Design?

3–4× higher customer satisfaction, 3–4× higher returns on digital investment, 15–25% lower development costs, and employee engagement above 90%.

BCG 7 levers for moving to target culture:

1. Leadership
2. People and Development
3. Performance Management
4. Informal Interactions
5. Organization Design
6. Resources and Tools
7. Values

the fewer number of direct reports…

The narrower span of control

Artifacts (Schien)

Visible elements of culture such as dress code, symbols, and office layout.

Espoused Values (Schein)

The explicitly stated principles and goals of an organization.

Basic Assumptions (Schein)

Deep, unconscious beliefs that truly drive behavior in a culture.

Job design

creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employee

Centralized Organizational Structure

decisions are made by the senior executives

Decentralized Organizational Structure

decisions delegated to lower levels of management with those managers accountable for the consequences of their decisions (good or bad)

Consensus** different definition

The degree to which organizational members SHARE common values/norms

Diplomatic v. Direct

How transparent are interactions and communications between workers and managers?

Cautious vs Risk Permitting

How much does the organization support risk taking?

Controlling vs Delegating

To what extent is power and decision making concentrated at the top or diffused throughout the organization