OrgDev Chapters 1 - 4

Organizational Development

It is a continuous, methodical, and strategic activity aimed at enhancing organizational effectiveness, resolving issues, and enhancing performance.

Improving Productivity and Efficiency

The organizational development process equips employees with the skills they need to succeed in changing marketplaces, making them more efficient and productive.

Creating culture that embraces change and innovation

This OD goal entails recognizing employee contributions and promoting creativity and designing flexible systems that can adapt to changing conditions.

Fostering employee engagement and satisfaction

This OD goal focuses on boosting performance and creating a supportive environment.

Attracting and retaining top talent

The company success depends on acquiring and maintaining top people in a competitive market.

Improving communication

This requires clear, open channels for exchanging information and feedback systems for workers to express issues, and a trusting atmosphere for two-way, oproductive discussion.

Continuous Development

This benefit showcases that solutions that are established by ODs are often long-term.

Increase Communication

This benefit of OD presents that employees may foster or improve communication skills once they become part of an organization.

Employee Growth

A benefit of OD wherein organiations may traint their employees or provide them benefits that they may utilize for the growth and betterment of the organization they are in.

Enhancement of products and services

A benefit of OD is that it provides a company’s continuous improvement regarding their services for their customers or accommodations for their employees.

Increasing Profit Margin

This is the organization’s process or method of boosting or enhancing sales.

Upward Communication

it is a communication of subordinates to superiors or of employees to managers.

Downward Communication

It is a communication from a superior to a subordinate or from management to employees.

Business Communication

it is the transmission of business-related information among employees, management, and cusrtomers.

Informal Communication

It is often transmitted through the grapevine.

Interpersonal Communication

It involves the exchange of a message across a communication channel from one to another.

Serial Communication

With this type of upward communication, it is used to minimize the number of different people communicating with the top executive.

The message is relayed from an employee to her supervisor, who relays it to her manager, who, in turn, relays it to her head, and so on until the message reaches the top.

Attitude Surveys

A type of upward communication wherein an outside consultant administers a questionnaire asking employees to rate their opinions on such factors as satisfaction with pay, working conditions, and supervisors.

Focus Groups

A type of upward communication wherein an outside consultant meets with groups of current employees to get their opinions and suggestions, then the information is passed onto management.

Exit Interview

Information is gathered through an employee’s resignation or voluntary leave from an organization.

Suggestion Boxes

A type of upward communication wherein boxes are provided to allow employees to communicate their feelings anonymously.

Bulletin Boards

A type of downward communication that is used to communicate non-work related opportunities.

Policy Manuals

It contains all the rules under which employees must operate.

Newsletters

These are designed to encourage employee morale by discussing happy events such as employee successes.

Intranets

It is a private network accessible only to an organization’s staff.

Memorandum

A type of business communication that has the advantage of providing detailed information to a large number of people in a short period of time.

Telephone Calls

A type of business communication wherein information is relayed through phone calls or tele-conferencing.

Email and Voice Mail

In business communication, these are used primarily to exchange general and/or timely information and ask questions.

Business Meeting

A gathering of two or more people within an organization or between different organizations to discuss work-related information.

Freestanding Design

Also known as the bullpen, all desks are places in a large area that is completly open.

Uniform Plan Design

All desks are placed at a uniform distance and are separated by panels into cubicle areas.

Freeform Workstations

They use a combination of designs so that the different needs of each worker can be accommodated.

Private Offices

These workspaces or offices are usually occupied by high-position staff.

Single Strand Pattern

A type of grapevine pattern wherein information is passed sequentially from one person to another, which forms a linear chain.

Gossip Pattern

In this grapevine pattern, only one person passes the message along, and not everyone has a chance to receive it or will receive it.

Probability Pattern

In this grapevine pattern, an employee tells the message to a few other employees, and they, in turn, randomly pass the message along to other employees.

Cluster Pattern

In this grapevine pattern, an employee tells only a few select employees—who in turn will also tell a few select others.

Isolates

These are employees who received less than half of the information.

Liaisons

These are employees who both received most of the information and passed it on to others. d

Dead-Enders

Those who heard most of the information but seldom passed it on to other employees.

Gossip

A type of information in the grapevine that is primarily about other individuals, and the content of the message lacks significance to the people gossiping.

Rumor

It contains information that is significant to the lives of those communicating the message and can be about individuals and other topics.

Noise

It can be defined as any interference that affects proper reception of a message.

Artifacts

These refer to the objects that a person wears or with which he/she surrounds himselhimself.s.

Assimilate

The information is modified to fit your existing beliefs and knowledge.

Sharpen

Interesting and unusual information is kept.

Level

Unimportant details are removed.

Leisure

It is practiced by “good-time” people who listen only for words that indicate pleasure.

Inclusive

It is the listening style of the person who listens for the main ideas behind any communication.

Stylistic

It is practiced by the person who listens to the way the communication is presented.

Technical

Listening style of those who want “just the facts.”

Emphatic

In this listening style, the listener is the most likely to pay attention to nonverbal cues.

Nonconforming

Listening style that is practiced by the individual who attends only to information that is consistent with her way of thinking.

Emotional State

This factor affects communication by not being able to interpret messages correctly due to emotions.

Organizational Chart

It is a diagram comprised of simple text boxes containing names, roles, and functions, and related lines to illustrate reporting relationships.

Clarity of Roles

A purpose of the org chart that aims to define ro;es, responsibilities, and reporting relationships.

Structure and Order

A purpose of the org chart is to provide a visual representation of the organization’s framework.

Support Decision-Making

A purpose of the org chart that helps management assess workloads, team structure, and chains of command.

Scalability

A purpose of the org chart that can be adjusted and modified when organizations grow or change.

Solid Line

Line that indicates a direct reporting relationship.

Dotted Line

Line that indicates an indirect, advisory, or functional relationship.

Hierarchical Chart

The most common type of org chart, that shows a clear chain of command from top to bottom.

Flat Chart

Also known as a horizontal org chart. This chart is used by small organizations that have few or no levels of middle maanaagement.management.

Matrix Chart

This chart interconnects employees and teams with more than one manager.

Functional Chart

In this chart, groups employ employees by specialized functions or roles.

Divisional Charts

This type of org chart subdivides the company based on specific criteria. This chart divides the company based on product, lines, regions, or markets.

Scared Cow Hunt

Long-standing practices, policies, or ideas that are no longer effective but are still followed simply because they’ve always been that way.

Paper Cow

It is an excessive or unnecessary amount of paperwork, forms, or documentation that serves little real purpose.

Meeting Cow

Unnecessary or poorly organized meetings that take up time without achieving clear outcomes or value.

Speed Cow

The false belief that faster is always better, even at the cost of quality, accuracy, or employee well-being.

Processed-Focused Cow

Examines the daily workflows, procedures, and routines that may be outdated, overly complicated, or inefficient.

Policy-Focused Cow

Reviews organizational rules, policies, and regulations that may no longer be relevant, fair, or beneficial.

Structural Cow

looks at the organization’s hierarchy, departments, and reporting lines, identifying any structures that are inefficient or overly rigid.

Technology Cow

Identifies the use of outdated, inefficient, or unnecessary technologies that hinder productivity.

Defense

Stage of change when employees become defensive and try to justify their positions and ways of doing things.

Denial

Stage of change wherein employees deeny any changees will actually take place.

Discarding

Stage of change when employees begin to realize that not only is the organization going to change, but also that the employees are going to have to change as well.

Adaptation

At this stage of acceptance of change, employees test the new system, learn how it functions, and begin to adjust how they perform.

Internalization

At this stage of change, employees have become immersed in the new culture, become comfortable with the new system, and accept their new coworkers and work environment.

Evolutionary Change

It refers to gradual, incremental, and continuous improvement over time. It’s a slow and steady approach that builds on what already exists.

Revolutionary Change

It often involves major shifts in strategy, structure, operations, or cultures.

The reason behind the change

Employees are least likely to accept change if they don’t understand or were not told the reasons behind the change.

The person making the change

Workers are most positive about change when the source of the change is within the work group rather than an external source.

Change Agents

People who enjoy change and often make changes just for the sake of it.

Change Analysts

People who are not afraid to change or make changes only if the changes will improve the organization.

Reluctant Changers

People who will certainly not initiate or welcome change, but they will change if necessary.

Receptive Changers

People who probably will not initiate change but are willing to change.

Change Resistors

People who hate change, are scared of it, and will do anything they can to keep change from occurring.

Freeze hiring and Temps

Filling vacancies with temporary employees.

Outsourcing

The use of outside vendors to provide services previously performed internally.

Compressed Workweek

It refers to working fewer days a week but more hours per day.

Moonlighting

It refers to employees working more than one job.

Flexitime

A work schedule in which employees have some flexibility in the hours they work.

Bandwidth

It is the total number of potential hours available for work each week.

Core Hours

Everyone must work and typically consists of the hours during which an organization is busiest with its outside contacts.

Gliding Time

With this system, an employee can choose her own hours without advance notice or scheduling.

Flexitour System

The employee must submit a schedule on a weekly, biweekly, or monthly basis, depending on the organization

Modified Flexitour

The employee must schedule her hours in advance but can change these hours on a daily basis with some advance notice.

Peak-time pay

certain employees are encouraged to work only part-time but are paid at a higher hourly rate for those hours than employees who work full-time.

Job Sharing

It involves two employees who share their work hours.