Organizational Development and Structure
5
Org Structures
Functional divisional matrix flat network
2
Decision Types
Centralized vs decentralized
5
Senge's Disciplines
Systems thinking and four more
Organization Structures
Matrix structure = role ambiguity and conflicting priorities. When the exam describes an employee torn between two managers with competing demands, it is testing whether you recognize the matrix tradeoff.
Functional
Grouped by specialty (Marketing, Finance, HR)
Divisional
Grouped by product, geography, or market
Matrix
Dual reporting (function + project)
Flat
Few or no management layers
Network
Outsources most functions. Small core team coordinates external partners. Highly flexible but dependent on outside relationships and quality control.
Culture vs Climate
the exam tests the difference between these two constantlyCulture
Deeply held shared values, beliefs, and assumptions. Built over years. Difficult to change. "How things are done around here."
Climate
Current mood, perceptions, and attitudes. Can shift with new leadership or events. Measurable through employee surveys.
OD Interventions
Team Building
Improving group dynamics through structured activities and reflection
Process Consultation
An OD consultant observes group processes and helps the group diagnose its own problems
Survey Feedback
Collecting employee data via surveys and feeding results back to the organization for action planning
Appreciative Inquiry
Focusing on what works well and building on strengths rather than fixing weaknesses
which structure fits the scenario?
Practice org structure, culture, and OD intervention questions
Practice OD QuestionsExam Traps
Matrix structure means role ambiguity and conflicting priorities
In a matrix structure, employees report to two managers (functional and project). This creates dual authority, role ambiguity, and conflicting priorities. When the exam describes an employee caught between two bosses, the correct answer identifies the matrix structure as the root cause.
Flat structures mean faster decisions but manager overload
Flat organizations have few management layers and wide spans of control. Decisions move quickly and communication is direct. But managers can become overwhelmed with too many direct reports. The exam tests whether you understand this tradeoff.
OD focuses on organizational effectiveness through planned change
Organization Development is not just "team building exercises." It is a systematic, planned approach to improving organizational effectiveness using behavioral science. Interventions include process consultation, survey feedback, team building, and strategic change. The exam expects precision in the definition.
Matrix = Dual Boss
Two bosses. Role ambiguity. Conflicting priorities. If the scenario describes this, the answer is matrix.
Culture vs Climate
Culture = deeply held values and beliefs (slow to change). Climate = day-to-day mood and perceptions (can shift quickly).
Each floor is a department. Marketing on floor 2, Finance on floor 3, HR on floor 4. People on the same floor work together easily. People on different floors rarely interact. Efficient within departments, but silos form between them.
No permanent floors. People sit in project pods that mix departments. A marketing person sits next to a finance person and an engineer. Great for collaboration, but everyone has two managers pulling them in different directions.
Almost no floors at all. Maybe one level of management. Everyone can talk to the CEO directly. Fast decisions, but the manager of 30 people cannot give any of them enough attention.
An OD practitioner is the building architect. They assess the current structure, diagnose problems (silos, bottlenecks, confusion), and recommend changes through planned interventions. They do not just rearrange desks.
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