Effectiveness and Excellence

8/3/2019 Effectiveness and Excellence

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Organizational

Effectiveness and

Excellence


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Agenda

Organizational Effectiveness

Measurement Criteria

Diamond

In search of Excellence

Good to Great


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Organisational Effectiveness

Effectiveness: Realization of goals Efficiency: If the organization is able to marshal

all the resources


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Organisational Effectiveness

VISION: Core Ideology + Envisionedfuture

MISSION: Strategic business objectives

VALUES: Organisations guiding

principles What we ought to be doing and what we

ought not to be doing


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Organizational Effectiveness


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ORGANIZATIONAL

EFFECTIVENESS

OE was defined as the degree to which

organization achieved its goals

Organizational effectiveness is

conceptually complex


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ORGANIZATIONAL

EFFECTIVENESS CRIETERIA

Productivity Efficiency

Profit Quality

Accidents GrowthAbsenteeism Turnover

Job satisfaction Motivation

Moral Control

Flexibility/Adaption Planning

Managerial task skills Stability


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ORGANIZATIONAL

EFFECTIVENESS CRIETERIA

Managerial interpersonal skills

Value of human resources

Participation & shared influence

Training & developments

Achievement emphasis


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Conclusion

OE can be defined as degree to which

organization achieves its long term and

short term goals and it reflects selfinterest of evaluator and the life stage of

the organization


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Organizational

Excellence


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In search of Excellence

Lessons from Americas Best-Run

Companies

Thomas J. Peters and Robert H.

Waterman Jr.


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Eight Basics of Excellence

1. Bias forAction

Action orientation

Bias for getting things done

Rich informal communication-more ideas,

more experiments, more action

Do it, Fix it, Try it


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2. Close to Customer

Customer Obsession Service Obsession

Quality Obsession

5 Fundamental attributes:

1. Astute technology manipulation2. Pricing skills

3. Better segmenting

4. A problem solving orientation

5. A willingness to spend in order to

discriminate


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3. Autonomy and Entrepreneurship

Communication Ideas

Innovation

Attributes of Communication

1) Communication systems are informal

2) Communication intensity is extraordinary

3) Communication is given physical support4) Forcing devices

5) Communication system acts as a remarkably

tight control system.


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4. Productivity through people

People orientation

Full Employment in the times of Recession

Extensive training when there was no norm

Caring by the managers

Absence of rigidly followed chain of

commands

5. Hands-on, Value driven

Hands-on Real, tangible

Explicit attention to values Values and beliefs are the unchanging base


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6. Stick to the Knitting

Branching out but sticking to the core

competence

entering only those businesses that build

on, draw strength from, and enlarge

some central strength or competence

7. Simple Form, Lean Staff

simplicity of form having stable and

unchanging nature Fewer staff at corporate level

Fewer administrators, more operators


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8. Simultaneous loose-tight properties

Co-existence of firm central direction and

maximum individual autonomy

Rigidly controlled insist on autonomy,entrepreneurship and innovation


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Good to GreatGood to Great

Why Some CompaniesWhy Some Companies

Make the Leap... andMake the Leap... andOthers Don'tOthers Don't

Jim Collins


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Great Companies

Collins finds eleven examples of "great companies":

Abbott Laboratories

Circuit City

Fannie Mae Gillette

Kimberly-Clark

Kroger

Nucor

Philip Morris

Pitney Bowes

Walgreens

Wells Fargo


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Level5 Leadership

paradoxical blend of personal humility

and professional will

Quiet, Reserved, Shy

more like Lincoln and Socrates thanPatton or Caesar


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First Who. ..Then What

The right people in the right seats-and

then figured out where to drive it.

The old adage "People are your most

important asset" turns out to be wrong.

People are not your most important

asset. The right people are.


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Confront the BrutalFacts

Maintain faith that you can and will

prevail in the end, regardless of the

difficulties Have the discipline to confront the most

brutal facts of your current reality,

whatever they might be


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The Hedgehog Concept

Just because something is your corebusiness & you've been doing it for years

does not necessarily mean you can bethe best in the world at it.

And if you cannot be the best in the

world at your core business, then yourcore business absolutely cannot form thebasis of a great company.


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A Culture of Discipline

When you have disciplined people, you

don't need hierarchy.

When you combine a culture of discipline

with an ethic of entrepreneurship, you

get the magical alchemy of great

performance.


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TechnologyAccelerators

They never use technology as the

primary means of igniting a

transformation.

Yet, paradoxically, they are pioneers in

the application of carefully selected

technologies.


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The Flywheel and the Doom

Loop

The good-to-great transformations never

happened in one fell swoop.

The process resembled relentlessly

pushing a giant heavy flywheel in one

direction, turn upon turn, building

momentum until a point of breakthrough,

and beyond.


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Thank You

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Effectiveness and Excellence

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