What Is One Of The Most Critical Dimensions Preventing Organ
What Is One Of The Most Critical Dimensions Preventing Organization
What is one of the most critical dimensions preventing organizational effectiveness? bureaucratic structures out of date technology poor communication government regualtions centralized organizations
A strategic approach to change means ______. developing a programmed system developing workable control procedures developing strong leadership skills developing a strategy compatible with a culture all of the above
Work groups can have common operating problems such as ________. maintaining focus on a common objective interpersonal differences too many members all of the above answers 1 and .5 points
High performance systems require leaders who will _____. See that excessive layers of structure within the organization are removed emphasize participation across functional barriers display energy for the task being worked on encourage communication across the organization all of the above
Which of the following is a primary measure of the effectiveness of an OD program? stability of the OD effort maintenance of innovation within the system development of quality improvement program within the organization all of the above answers
The corporate culture reflects the organization's _____ and is often deeply rooted in the firm's _____. past; history, and mythology strategy; strategic plan management philosophy; policies and procedures structure; communication process success; salaries and benefits
Steps in the survey research approach include ______. involvement of top management in preliminary planning for the survey questionnaire administration of the survey questionnaire by the human resource staff to organization members meeting of individual work teams for data feedback all of the above answers
A central idea of employee empowerment is to _____ . change the flow of work throughout the organization delegate power and decision making to lower levels improve the flow of the formal communications throughout the organization increase the size of an employee's Johari Window all of the above
Organization _____ refers to drastic changes in how an organization functions and relates to its enviornment. chaos development structure transformation disorganization
Team development places an emphasis upon _______. getting members together exploring the team's functioning and processes increasing productivity and profitability identifying how members can become better managers identifying new leaders
The ______ ego state demonstrates an independent set of feelings, attitudes, and behaviors involving the basis of objective facts. public unconditional We're OK parent adult
Groupthink _____. may occur when members adopt a soft line of criticism to other's ideas usually results in improved group decisions can result from group cohesivness all of the above answers
Building innovation and commitment to change into the organization's values requires development of a _______. client-practitioner relationship self-renewal capacity sociotechnical system feedback loop answers
Which of the following is NOT a core characteristic of culture? individual autonomgy benefit plans support risk behavior all of the above are core characteristics of culture
The effectiveness of an organization is a function of _____. the skills of the individual members how effectively the needs of individual members are integrated with overall objectives the manager's leadership style the integration of its sociotechnical system with that of the individual members the relationship of a manager's motivation to the overt communication patterns of his/her subordinates
The two underlying purposes of implementing management by objectives in an organization is to ______. evaluate and control employees' goals administer organization goals and to reward performance clarify organization goals at all levels and to gain increased motivation among employees serve as a check and balance on employees and to build support for the OD program reward employees who meet their objectives and reprimand employees who do not
Self-managed work teams normally reward members _____. in a way similar to reward systems in traditional organizations based on an hourly rate based on skills, gain sharing, and employee ownership based on evaluations of supervisors answers
OD techniques for dealing with intergroup problems include ______. third-party consultation organization mirror intergroup team building all of the above none of the above
Each organization is a system formed of subsystems. For the purpose of intergroup development, which of the following is not a subsystem? division work team department group corporation
Moving to a learning organization means the organization must ______. redesign the formal structures of the organization but allow the informal and less obvious interactions of people to develop without interference redesign the patterns of interaction between people and processess incorporate transactional thinking and learning all of the above answers
________ is a complex dilemma in values that are facing OD practitioners at this time. Organization diagnosis The professionalism of OD Intergroup team building Force field analysis The learning laboratory
The key to a successful survey is for management to ______. select and OD practitioner whose values fit those of the organization clearly define the purpose of the survey and what will be done with the results delegate process responsibilities to the human resource department make sure that every person in the organization completes a survey funnel data to top management for sue in strategic planning
Team interdependence is ______. unimportant in organizations dysfunctional energy intentional sabotage mutual dependence between groups noncompliance of work rules
The leadership style of top management in combination with the norms, values, and beliefs of the organization's members combine to form the ________. strategic change model corporate culture strategy-culture fit corporate dynamic for change customer service strategy
Teamwork in a group is important when ______. interdependence exists between members all members have common personal objectives members are from different areas of the organization mind guards are present in the team none of the above
The goal-setting process in an OD program ______. typically does not begin until after intergroup development has taken place is the last intervention activity to take place in the program is usually used at the team and not individual level is an integral part of the program and typically occurs early in the program
A group of individuals depending on each other for the accomplishment of a common goal is __________. dependent iterations independence normally not desired in an organization since each individual should be technically qualified for their job a team a natural and automatic process of a team
How are objectives set between managers and subordinates under management by objectives? separately mutually through confrontation through competition none of the above
What is it called when the goals of operating divisions promote a division's self interest at the expense of the larger organization? intergroup conflict intergroup competition role ambiguity intergroup development suboptimization
________ often determines organization effectiveness. Competition between work groups Collaboration between work groups Technical training A win-lose strategy
Methods of identifying and counteracting stress are _____. biofeedback and meditation diet and exercise wellness programs training programs in stress management all of the above
In organizations of the future, it will be necessary to simultaneously ______ and ______ functions, structure, and governance. inhibit; share centralize; decentralize reconfigure; disengage trust; innovate merge; downsize
The problem of goals becoming too difficult is that __________. the goal may not be accepted by people individuals involved may become discouraged the goal may be abandoned all of the above answers
Learning organizations have the following characteristics: People feel that they are doing something that matters Visions of the direction of the enterprise are developed at the top management level People treat each other as colleagues all of the above answers
Customer complaints being sent directly to the production floor is an example of ______ in job characteristics theory. work commitment job feedback task creativity work ownership skill improvement
Change can be stabilized and fade-out eliminated or reduced by ________. ascribing status to the change effort demonstrating effectiveness of the change integration into structure, norms, and culture all of the above answers
A criticism of management by objective is that it _____. is questionable if joint goal-setting among unequals, such as a manager and subordinate, is possible if often difficult to state goals explicitly and quantifiable for all facets of a job requires large quantities of time, money, and effort to be successful all of the above none of the above
Current changes in work design include ______. brining top management down to the lowest level within the workplace by doing away with formal organization structure creating clear and distinct lines of authority and responsibility designing the work of employees so as to improve productivity and employees' job satisfaction redesigning jobs so that each person has explicit job descriptions answers 2 and .5 points
_________ is NOT one of the five core job dimensions of the job characteristics theory. Skill variety Task identity Autonomy Motivating potential Feedback
Which of the following is a characteristic of total quality management? partnership with customers and suppliers small work teams meeting together where they make suggestions for quality improvement to upper management upper management identifying and implementing new ways to improve customer satisfaction middle managers developing new and improved production techniques all of the above
Paper For Above instruction
Organizational effectiveness hinges on multiple dimensions, but one critical factor that often hampers progress is bureaucratic structures that are outdated and inflexible. These structures can slow decision-making processes, hinder innovation, and create communication barriers that stifle agility and responsiveness. In today's dynamic business environment, organizations must recognize the importance of adaptive, flexible structures that facilitate rapid response to change and promote a culture of continuous improvement.
Adopting a strategic approach to change involves developing compatible strategies with organizational culture, establishing workable control procedures, and fostering strong leadership skills. This multi-faceted approach ensures that change initiatives align with the core values and operational realities of the organization, leading to more sustainable transformation. Leaders must cultivate a strategic mindset that drives not only change but also embeds it within the fabric of the organization.
Work groups face common operating challenges such as maintaining focus on shared objectives, addressing interpersonal differences, managing too many members, and navigating diverse viewpoints. Effective facilitation of team dynamics requires clear communication, conflict resolution, and fostering a collaborative environment that leverages diversity for innovative problem-solving.
High-performance systems depend on leaders who emphasize participation across functional barriers, promote open communication, and strive to eliminate unnecessary organizational layers. Leaders must cultivate an environment where energy and motivation are directed toward organizational goals, encouraging a culture of accountability and empowerment. All of the above leadership behaviors contribute to building resilient, agile teams capable of achieving high performance.
The effectiveness of an Organization Development (OD) program is primarily measured by its ability to stabilize the change effort, maintain innovative practices, and develop continuous quality improvements within the organization. These metrics reflect the sustained impact of OD interventions and their alignment with strategic objectives. Regular assessment ensures that OD initiatives deliver measurable value and adapt to evolving organizational needs.
Corporate culture encapsulates the organization's shared values, beliefs, and assumptions, often deeply rooted in historical narratives, mythology, and collective experiences. It influences strategic decision-making and operational routines, shaping how employees perceive their roles and how the organization interacts with its environment. A strong, positive culture supports adaptive behaviors, fosters innovation, and sustains organizational resilience.
The survey research approach involves multiple steps, including engaging top management during preliminary planning, designing effective questionnaires, administering surveys across the organization, and analyzing feedback data. This systematic method ensures comprehensive data collection, reflects organizational priorities, and supports data-driven decision-making for organizational change initiatives.
Employee empowerment centers on delegating decision-making authority to lower organizational levels, thereby fostering a sense of ownership, responsibility, and motivation among employees. Empowered employees are more committed, innovative, and responsive to customer needs, ultimately enhancing organizational performance. Cultivating empowerment requires a cultural shift, support systems, and leadership commitment.
Organizational transformation involves profound changes in how the organization functions and interacts with its external environment. These changes might entail restructuring, adopting new technologies, or shifting strategic paradigms to respond more effectively to market demands and competitive pressures. Such transformations are essential for organizations seeking long-term viability and growth.
Team development emphasizes improving group functioning by exploring team processes, enhancing collaboration, and building collective efficacy. Effective teams are characterized by trust, shared goals, effective communication, and mutual accountability. Investing in team development leads to increased productivity, innovation, and organizational agility.
The 'adult' ego state, in transactional analysis, demonstrates an independent set of feelings, attitudes, and behaviors rooted in objective facts. It enables individuals to respond rationally, assess situations logically, and establish constructive interactions, which are essential for effective leadership and decision-making.
Groupthink can occur when cohesive teams suppress dissent, fail to critically evaluate alternatives, and adhere prematurely to consensus, often leading to suboptimal decisions. Awareness of groupthink dynamics helps leaders facilitate open dialogue and critical thinking within teams.
Incorporating innovation and commitment to change into organizational values requires developing a self-renewal capacity—an organization's ability to adapt, learn, and grow from its experiences. This capacity supports continuous improvement and resilience amidst external pressures and internal challenges.
Core characteristics of organizational culture include shared values, norms, assumptions, and behaviors. While individual autonomy, benefit plans, and risk-taking are part of organizational dynamics, they are not foundational core characteristics of culture. Instead, culture fundamentally shapes how the organization operates and evolves.
The effectiveness of an organization depends largely on how well individual skills are integrated within overarching strategic objectives. Leadership plays a pivotal role in aligning individual efforts with organizational goals, fostering motivation, and enabling a cohesive working environment that drives success.
Management by Objectives (MBO) aims to clarify organizational goals at all levels, facilitate performance measurement, and motivate employees through goal alignment. This systematic process enhances strategic focus and accountability, leading to improved organizational performance.
Self-managed teams are typically rewarded based on shared performance metrics, such as team productivity, quality improvements, or gain-sharing initiatives. These reward systems foster collective responsibility and motivate members to work collaboratively towards common objectives.
Intergroup problems can often be addressed through techniques like third-party consultation, team building, and creating organizational harmony. Approaches that foster understanding and cooperation among groups are crucial for reducing conflicts and improving overall organizational synergy.
Within organizations, subsystems include divisions, teams, and departments, but not individual work units like a 'group'. Recognizing these subsystems helps in understanding organizational dynamics and facilitating effective intergroup development initiatives.
Transitioning to a learning organization requires redesigning both formal structures and informal interactions, emphasizing continuous learning, adaptability, and shared knowledge. This transformation enables organizations to respond more effectively to environmental changes and innovation opportunities.
OD practitioners face dilemmas related to the professionalism of OD, balancing ethical considerations, evidence-based practices, and organizational needs. Critical reflection on these issues ensures responsible practice and sustainable change.
Successful surveys depend on clear purpose definition, alignment with organizational goals, and broad organizational participation. Effective communication and data analysis guide strategic decisions and reinforce organizational development efforts.
Team interdependence signifies mutual reliance between groups, highlighting the importance of collaboration and coordinated effort in achieving organizational objectives. Recognizing interdependence fosters better team cohesion and performance.
Top management's leadership style, combined with organizational norms and values, shapes the corporate culture, influencing strategic initiatives and change management processes. Strategy-culture fit is essential for effective organizational transformation.
Teamwork is crucial when interdependence exists among members, as collaborative efforts are necessary to achieve shared objectives. Adequate teamwork fosters innovation, problem-solving, and organizational agility.
The goal-setting process in OD is integral early in the intervention, helping align team and organizational objectives, enhance motivation, and clarify expectations. Setting effective goals is fundamental for successful organizational change.
A group of individuals working interdependently toward a common goal is termed a team. This collective effort emphasizes shared responsibility, coordination, and joint achievement.
Objectives under Management by Objectives are set through mutual agreement between managers and subordinates, fostering clarity and commitment to organizational goals.
When division goals favor self-interest over organizational cohesion, it results in suboptimization, undermining overall effectiveness and strategic alignment.
Organizational effectiveness often hinges on collaboration between work groups, as cooperation enhances innovation, efficiency, and adaptability, surpassing the benefits of competition alone.
Stress management techniques, including biofeedback, meditation, diet, exercise, wellness programs, and training, are essential for maintaining employee wellbeing and improving productivity.
Future organizations will need to simultaneously reconfigure functions and governance, integrating new models, decentralizing authority, and fostering trust and innovation to remain competitive.
Goals become too difficult when they are overly ambitious or poorly defined, leading to discouragement, abandonment, or loss of motivation among involved personnel.
Learning organizations embody characteristics such as meaningful work, visionary leadership, collaborative culture, and shared purpose, fostering sustainability and adaptability.
Customer complaints routed directly to the production floor exemplify high task feedback in job characteristics theory, enhancing motivation and service quality.
Stable change is achieved by demonstrating effectiveness and integrating changes into organizational norms, culture, and structure, ensuring sustained impact.
A criticism of MBO is its potential to be time-consuming and difficult to implement rigorously, especially when goals are not clearly defined or mutually agreed upon.
Changes in work design include empowering employees through flat structures, clear responsibilities, and process improvements, aiming to enhance efficiency and satisfaction.
The core job dimensions of job characteristics theory include skill variety, task identity, autonomy, and feedback. 'Motivating potential' is a broader construct, not a core dimension.
Total quality management emphasizes partnerships with customers and suppliers, team-based improvement processes, and continuous quality enhancement across organizational levels.