Chapter 4: Organizational Redesign

Front 1

Organizational Design

Back 1

The arrangements, both formal and informal, that an organization calls upon in order to shape employee behavior.

Front 2

Start of Effective Change Implementation

Back 2

Effective change implementation starts with informal rather than formal design changes.

Front 3

Organizational Redesign

Back 3

The process of changing an organizations informal design in response to shifting dynamics in the organizations environment.

Front 4

Most Effective way to Change Organizational Design

Back 4

The most effective way to change organizational design is to be systemic and strategic rather than piecemeal and haphazard.

Front 5

Key for Implementing Change

Back 5

When implementing change, seek early "wins" through pilot projects.

Front 6

Change Pilots

Back 6

Small units or specific processes that can be targeted at the early stage of change implementation to experiment and learn.

Front 7

Selecting Change Pilots

Back 7

In selecting change pilots, select units where the change is most likely to be successful.

Front 8

When to use High Differentiation

Back 8

Use high differentiation to enable different functions, departments, and units in an organization to develop their own responses to their own particular goals and develop competitive environments.

Front 9

Differentiation

Back 9

The degree to which different functions, departments, and units in an organization are allowed to develop their own approaches in response to their particular goals and unique competitive environments.

Front 10

Integration

Back 10

The required level of coordination across differentiated factions, units, and divisions.

Front 11

Integration in Practice

Back 11

Use integration to enable the organization to achieve efficient operations among different functions, departments, and units.

Front 12

Levels of Differentiation

Back 12

Levels of differentiation need to be matched by appropriate levels of integration.

Front 13

Control

Back 13

Design choices called upon to shape employee behavior in alignment with the requirements of outstanding performance.

Front 14

Organic Controls

Back 14

An approach to shaping employee behavior that emphasizes shared values, a common understanding of strategy, loosely defined roles and responsibilities, and overall organizational performance.

Front 15

Traditional Controls

Back 15

Traditional controls can create predictability in standardization but can undermine creativity, flexibility, and collaboration.

Front 16

Organic Controls in Practice

Back 16

Organic controls, which are intended to increase employee flexibility and creativity, rely on shared values and clarity about overall strategy and performance expectations.

Front 17

Decision Making Rights

Back 17

The determination of who should make what decisions in organizations.

Front 18

Frontline Employees and Decisions

Back 18

Allowing frontline employees to make autonomous decisions is intended to unleash motivation and creativity among those organizational members with the best information to make decisions.

Front 19

Challenge for Multinational Organizations

Back 19

The challenge for multinational organizations is to allocate a high level of autonomy to national units as way of achieving marketplace responsiveness while simultaneously making corporate level decisions that allow the exploitation of synergies across the divisions.

Front 20

Challenge for Multinational Organizations

Back 20

The challenge for multinational organizations is to allocate a high level of autonomy to national units as way of achieving marketplace responsiveness while simultaneously making corporate level decisions that allow the exploitation of synergies across the divisions.

Front 21

Synergies

Back 21

The advantages of efficiency and effectiveness conferred by the combined effect of interaction and collaboration among multiple units.

Front 22

Employee Commitment

Back 22

The internalized desire of employees to expend energy and discretionary effort on behalf of the goals of the organization.

Front 23

Employee Commitment

Back 23

The internalized desire of employees to expend energy and discretionary effort on behalf of the goals of the organization.

Front 24

High Employee Commitment

Back 24

High employee commitment can improve organizational performance by enhancing productivity, creativity, collaboration, and the willingness to change.

Front 25

Job Design

Back 25

The amount of task identity, variety, significance, autonomy, and feedback built into performance of a job.

Front 26

Job Enrichment Characteristics

Back 26

By enriching jobs along any or all 5 characteristics - skill variety, task identity, task significance, autonomy, feedback - organizations can increase the motivation and commitment of employees performing those tasks.

Front 27

Collaboration

Back 27

The process of willing cooperation among individuals and groups with a common goal.

Front 28

Collaboration

Back 28

The process of willing cooperation among individuals and groups with a common goal.

Front 29

Team

Back 29

An independent group of individuals with shared responsibility for an outcome.

Front 30

Collaboration in Practice

Back 30

Collaboration will require effective teamwork across units and functions of an organization.

Front 31

Collaboration in Practice

Back 31

Collaboration will require effective teamwork across units and functions of an organization.

Front 32

Cross-Functional Teams

Back 32

Teams made up of representatives from multiple organization function typically intended to achieve required coordination along a chain of interrelated activities and processes.

Front 33

Cross-Functional Team in Practice

Back 33

Use cross-functional teams to help create seamless, well integrated processes.

Front 34

Cross-Functional Team in Practice

Back 34

Use cross-functional teams to help create seamless, well integrated processes.

Front 35

Organizations and Teamwork

Back 35

Don't just place employees on teams and expect the performance benefits of teamwork; organizations need to create the context required for teamwork.

Front 36

Organizations and Teamwork

Back 36

Don't just place employees on teams and expect the performance benefits of teamwork; organizations need to create the context required for teamwork.

Front 37

Enhancing Teamwork

Back 37

When members of a team feel equally responsible for the outcome of their efforts, teamwork is enhanced.

Front 38

Teamwork in combination with Early Stages of Change

Back 38

At least in the early stages of change, organizations need to make sure teams are buffered from traditional hierarchical power and are allowed to work across functions.

Front 39

Encourage Teamwork in Practice

Back 39

In order to encourage teamwork, organizations can take care to ensure that team members have the appropriate skills to perform the task effectively.

Front 40

Encourage Teamwork in Practice

Back 40

In order to encourage teamwork, organizations can take care to ensure that team members have the appropriate skills to perform the task effectively.