Across
- 2. This model is a framework for thinking holistically about the major components of organizational design. When the points of strategy, structure processes and lateral capability, reward systems, and people practices are in alignment, the organization is at its most effective.
- 4. This strategic is made up of hard (strategy, structure, systems) and soft (shared vision, skills, staff, style) elements.
Down
- 1. Metaphorically similar to an air traffic controller’s radar, each of these blips (purpose, structure, rewards, helpful mechanisms, relationships, and leadership) tell us which organizational components are most important and, by the intensity of the blips, where the trouble spots might be. However, it’s important to remember we can’t focus too hard on any one of these.
- 3. This nine levers of this framework include: external interface, mission, strategy, managing organizational mission and strategy processes, task, prescribed networks, organizational processes, people, and emergent networks.
- 5. This model assumes that organizations are open systems. The organization is influenced by inputs (environment, resources, history, and strategies) and outputs (system functioning, group behavior, intergroup relations, and individual behavior and effect). The transformation process (task component, individual component, organizational arrangements, and informal organization) are what help change inputs into outputs.