The most important factors which shows the successful performance of work organization Essay Example
The most important factors which shows the successful performance of work organization Essay Example

The most important factors which shows the successful performance of work organization Essay Example

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  • Pages: 12 (3062 words)
  • Published: October 13, 2017
  • Type: Case Study
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Innovative Employees Ideas

The organization's success in public performance is enabled by the employees' capacity to produce ideas and employ them for enhancing and innovating new products, services, and work processes. The emphasis of the workflow is on continuous learning and flexibility.

Many scholars and practitioners believe that individual creativity plays a crucial role in achieving organizational performance (Van de Ven, 1986; Amabile, 1988; Axtell et al., 2000; Smith, 2002; Unsworth and Parker, 2003). For example, companies like APPLE utilize their employees' creative ideas and implement them into innovative solutions to gain a competitive advantage.

Teamwork also contributes to the successful performance of work organizations. According to Scarnati (2001, p.5), "Teamwork allows individuals to achieve challenging goals." In a team setting, members work towards a specific goal or objective, fostering effective relationships to accomplish it.

Harris and Harris (1996) state t

...

hat effective teamwork involves individuals collaborating in a coordinated environment to achieve objectives by sharing skills and knowledge. Key elements of successful teamwork include a dedication to team success and shared goals, where team members are committed to the project's joint objectives. Motivation, engagement, and striving for high-level accomplishment are also crucial for thriving teams. Interdependence is another vital aspect, where team members create an environment that allows them to contribute more effectively than as individuals. A positive co-dependent team brings out the best in each individual, enabling them to attain their goals at a superior level (Johnson and Johnson, 1995, 1999). Moreover, individuals support their teammates in learning, contributing, and succeeding. Interpersonal abilities are essential and encompass being able to openly discuss issues with colleagues while demonstrating trustworthiness, honesty, supportiveness, commitment,and respect for both the individual an

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the team.

To create a loving work environment, it is essential to collaborate effectively with other team members by maintaining open communication and providing positive feedback. It is crucial to listen to the concerns and needs of team members and value their input in order to establish an efficient work environment. Additionally, team members should give and receive constructive criticism while offering genuine feedback. The formation of a successful team requires proper composition where each member understands their specific role and expectations for contributing both to the team and the project. Moreover, commitment to team processes, leadership, and accountability is crucial. Team members must take responsibility for their contributions to the team and project while staying informed about team procedures, best practices, and innovative ideas.

Good leadership is essential for team success, as it involves collaborative decision-making and problem-solving.

Motivating Employees

Motivation plays a crucial role in human learning. When an organization fails to motivate its employees, the knowledge within the organization remains untapped. Successful learning organizations aim to identify factors that encourage continuous learning and utilization of knowledge for survival. Hedonism, one of the oldest concepts in motivation research, focuses on maximizing pleasure and minimizing pain as driving forces for individuals.

The assertion that hedonism is a dogma in motivational research is supported by Manners et al. (1997), who suggest that this belief is the only factor that distinguishes individuals. When closely examined, individuality and the degree to which it is influenced internally can be attributed to personality. Allport (1961) defines personality as a dynamic organization of psycho-physiological systems within individuals, which shape their thoughts and behaviors. Personality consists of processes that persist in an individual's consciousness, and theories

about personality aim to explain why attitudes, goals, and actions remain consistent over a longer period of time.

Lester (1995, p.11) argues that our behavior differs from others due to unique psychological processes and structures. In Norway, part-time work for men has become a potential solution for achieving work-life balance. According to Eurostat (2005), men in Norway work half-time more frequently compared to other European and EFTA countries. While only 7 percent of European men work part-time, 13 percent of Norwegian men do. However, despite this trend, part-time work is still mostly seen as a female adaptation in Norway, with 44 percent of Norwegian women working part-time. Holter (2007b) conducted a recent study on gender equality and social innovation in the Nordic region and highlights the concept of part-time work for men as an area of interest. Holter (2007, p.258) acknowledges that many fathers desire this arrangement but struggle to achieve it.

The Company's Main Obstacle

According to the Barclays PLC organisational behaviour case study, the primary obstacles to effective organizational performance are as follows-

Company Merger

The first issue was the merger of the LEHMAN BROTHERS' US businesses. The integration work had a negative impact on the LEHMAN staff, with some leaving the company for other opportunities (Masters, 2008). The integration process was marked by significant uncertainty, which was exacerbated by the external environment's financial crisis.

Company Culture

The second issue was that the cultures of both companies were completely different, resulting in clashes among the staff members. Some Lehman staff did not join Barclays and instead moved on to other organizations.

The integration handled by Barclays

resulted in the departure of Lehman staff and caused uncertainty among those who stayed. Motivating Lehman staff during the merger with Barclays was a major concern, as many were left behind after the formation of the new company. The remaining employees lacked motivation due to uncertainty about their roles in the new organization. Moreover, the implementation of change programs affected employee emotions. According to Kotter and Schlesinger, people resist change for various reasons such as fear of losing something valuable or not understanding the implications of the change. Eurobarometer data from 2007 shows that although 47% of citizens prefer self-employment, only 17% actually pursue starting their own businesses.

Attitudes towards starting a company differ between the European Union and other states. In the United States, only 29% of citizens would not start a company if there was a risk of failure; however, in the European Union, this number increases to 44% (Isusi and Corral, 2008). Hence, it is crucial to focus on the role of women as they have a significant impact on business creation. Currently, most business owners and company directors in the European Union are men (65-75%, according to the Centre for Enterprise and Economic Development Research at Middlesex University). This trend is also evident in Spain where only 32.97% of managers in private companies or public entities are women - a percentage that has remained relatively unchanged over the past nine years. Moreover, when considering self-employed workers who are also employers, the percentage of women drops even further to 24.6% in 2008 (data from the Spanish Ministry of Labour and Social Affairs).

The execution procedure faces various challenges in follow-up and control. These include

changes in precedences over time, last-minute assignments, and a lack of synchronism among implementers. Cooperation also poses difficulties as some implementers lack necessary capabilities or knowledge, are unhappy with decisions, or experience exhaustion or lack of motivation. Collaboration may be refused by certain organizational units for various reasons. Additionally, backup from a person of authority is needed but they may object to actions being carried out and demand an alternative approach or halt the project entirely.

Furthermore, unforeseen events known as "Acts of God" can disrupt the execution process. These events encompass unexpected severe weather, enemy attacks or wars, illness or death of relevant individuals, replacement of key executive personnel with different perspectives, and other unknown changes within the organization that the parties involved are not familiar with.

Shetach (2009) presents the Third Portion of Organizational Behavior where the term "capi" refers to combining authority, power, and influence.

The concept of blending authority, responsibility, and energy sources (Adizes, 1992) is believed to be crucial for efficiently and effectively completing projects. If another individual can interfere or oppose a decision, it indicates that the authority for that decision actually belonged to them instead of the one leading the decision-making process. This applies to both the entire project and any individual decisions or steps within it. The managerial force allows independent leadership of the project without needing verification or approval from higher-level executives. To ensure full authorization, it is recommended that project managers gain prior confidence and support from the true figure of authority. The model distinguishes between authority and responsibility as many people mistakenly believe that being responsible for resolving something grants them the authority to do so.

When a

project manager is nominated, they are given responsibility for carrying out the project, but this does not automatically grant them full authority. Higher executives typically expect to be kept informed and may want to confirm or reject certain steps taken in the process. In other words, they assign responsibility without clearly handing over complete authority for the project or issue.
According to the "capi" model, it is advised to verify in advance whether the project manager actually has full authority to make independent decisions within the project. Similarly, any specific decision related to a particular aspect of the project requires confirmation to ensure successful implementation. This confirmation can be based on hierarchical position or professional expertise.

The medical authorization of a physician regarding wellness issues. The A power of cooperationA In order to ensure maximum success in any decision, the "capi" model recommends taking initial steps to ensure the full cooperation of all "power-holders" in the future. This includes ensuring that collaborators have the necessary knowledge, capabilities, resources, willingness, and interest to collaborate. These steps are referred to as "buttonholing" in politics - persuading potential collaborators to willingly cooperate when their cooperation will be needed in the future. The "capi" model refers to "power" in relation to cooperation in project execution. The specific individuals or organizations whose cooperation is needed to implement a decision or participate in the project as a whole have the power to choose whether or not to collaborate in any given situation.

The person/department supplying the equipment, the budgeting entity, and the team members all hold the power when it comes to making decisions and executing projects. If any of these entities fail to

fully collaborate, it is likely that failure to some extent will occur. Having all the relevant information and knowledge is crucial in making informed and practical decisions regarding a specific project or issue within the project's framework.

When a person has complete information and comprehension of a particular job or issue, they are said to "hold I". If more than one person possesses this knowledge, it is referred to as being "spread". The quality of decisions made relies on this understanding. It is crucial to ensure that decisions are well-informed, suitable, and feasible. Neglecting to consider all the available information about the task's nature, objectives, surrounding environment, potential obstacles, and available resources (such as budget and manpower) can result in realizing the insufficiency of a decision too late.

The text discusses the combination of three factors - "authorization," "power of cooperation," and "influence" (or "information") - and how analyzing the decision situation using these factors helps individuals understand the consequences of their actions. Figure 1A displays a theoretical model called "capi," which represents these three elements with overlapping circles. The overlapping area forms a triangle known as "capi," meaning "Coalesced authorization, power, and influence." This model serves as a diagnostic tool to identify situational and contextual features of a task. In previous literature reviews, concepts like "mental model" and "situational awareness" have been compared to the "capi" theoretical model.

The text emphasizes the importance of being aware and prepared for potential problems and difficulties that may arise during the execution process. This awareness allows individuals to take steps to minimize these obstacles, increasing their chances of success.

The RDSM (revised determination square model)

The RDSM categorizes all possible elements of

a decision into four categories represented by the four sides of a square. These categories include:
- The "what" side, which encompasses the content and goals of the decision that need to be clear and accepted by everyone involved.
- A detailed description outlining how the decision will be implemented.
- A specific timeline dedicated to carrying out the decision.

The "how" aspect explains the methods or strategies used to achieve the desired outcome within a specific timeframe. This aspect consists of two components: a detailed list of resources required to accomplish the goal (such as financial resources, workforce, labor hours, physical equipment, aids, etc.), along with comprehensive plans on how to obtain them if necessary (e.g. the process for acquiring fiscal resources); and a clear delegation of responsibilities among team members involved in the project's development and implementation.

The text explains the significance of the "when" and "who" sides of a determination or undertaking. The "when" side refers to the specific day of the month and clip that the squad will meet again for follow-up and implementation-control purposes. On the other hand, the "who" side refers to the name of the coordinator assigned to ensure that the execution procedure of the determination progresses as planned. The RDSM emphasizes that the more precisely and clearly one specifies the "four sides" of a determination, the better chance it has of being effectively utilized.

The recommendation is to "lock" a decision-square, usually multiple squares for each subject or facet of the overall issue or project, before every squad meeting. This is part of the project. Figure 2A displays a detailed RDSM. This tool addresses fundamental issues like tying up loose ends, ensuring

clear and unambiguous communications within teams, scheduling follow-up meetings and dates, etc. Shetach (2009) mentioned the guidelines proposed by the model, stating:

When and How to Use These Managerial Tools

These two managerial tools, previously presented, work together to ensure successful project outcomes, offering solutions for dealing with four out of the five mentioned obstacles in a way that facilitates successful operation. The combination of these tools is suitable for use in any managerial and team situation where decisions are made and implementation is attempted. The range of such configurations is vast, encompassing minor everyday decisions in the home environment as well as in organizational settings, long-term projects in any area of business or activity - construction, services, industry, civilian and military settings, hi-tech and start-up projects, etc.The presented techniques have a universal nature because they provide a "screen" for any obstacle that may arise during efficient execution, except in cases of "Force major" as previously defined. It is recommended to use the "capi" model at two important stages of the entire project, as well as during each specific decision-making and execution process within it: Prior to starting.

Before deciding on the composition of the project team or decision team, the RDSM (Roles and Decision Structure Matrix) should be applied at the end of each meeting related to the project or any aspect of it. The "capi" model identifies and addresses all potential obstacles that could hinder the successful completion of the project. It also identifies the ideal group of individuals (based on profession, position, hierarchy, departmental or organizational representation, etc.) who should form the complete project team and the smaller team that is

best suited to address any specific sub-decision within the overall process. The RDSM assists managers in finalizing all necessary details to ensure that no information or task has been overlooked, forgotten, or neglected at any point during the implementation process.

It is important to ensure that all factors and individuals involved are consistently kept "in the loop". This ensures that they have access to the information they need at every stage of the process, even in the case of last-minute or unexpected changes. This ensures their full cooperation at all stages, addressing any issues that each person may be involved in. Throughout the project, it is crucial for managers to verify that goals and sub-goals are strategically relevant, clear, and supported by all parties.

In practical terms, the RDSM is used during team meetings to address specific aspects of the project or the project as a whole. Before concluding a meeting that focuses on a particular issue, the team must ensure that the critical aspects highlighted by the model are discussed:
- The team should have a clear understanding and agreement on the goals to be achieved, and how they will be implemented, including a detailed timeline.
- The team should ensure that all necessary resources have been identified and plans for their acquisition are in place if applicable.
- The team should finalize the delegation of tasks among its members, with each member considering their capability to take on additional responsibilities, and ensure that these assignments are clear to everyone., 2016) has shown that effective management is essential for the successful execution of projects. This involves ensuring that all scheduled meetings are held and future follow-up meetings are

planned, as well as appointing a project coordinator who is responsible for organizing and coordinating the team. The project coordinator must ensure that all team members are prepared for meetings by keeping in touch with them and reminding them of their commitments. If any unexpected obstacles arise, the coordinator is responsible for finding an alternative time and place for the meeting. Overall, management plays a critical role in ongoing follow-up and control of the execution process, which is vital for the achievement of organizational goals.

According to a study conducted in 2007, Australia's leading organizations share nine common elements for long-term success. These elements include effective execution, strategic alignment, agility, clear and flexible strategy, leadership beyond leaders, introspection and external observation, hiring the right people, managing upward and downward feedback, and balance in all areas. This study has created a model called the "winning wheel" (Figure 2) that can be applied to various types of organizations across industries.

The "winning wheel" model emphasizes the crucial role of effective execution, which is not only a component of the model but also represents the ultimate outcome. The other elements of the model are interconnected and work together to drive the organization towards its mission and goals. The strength of this model lies in its comprehensive approach – every element is important, and any change in one element affects others. Organizations that excel in effective execution are considered winners.

Unfortunately, many organizations disappoint their stakeholders by failing to deliver on their promises and marketing efforts.

Winning administrations announce their plans clearly and consistently follow through with them, which sets expectations and goals for future performance. While this may be seen as risky

for most organizations, successful ones view it as an opportunity to demonstrate their accomplishments.

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