Description
The PPT explains about organization excellence.
ORGANIZATIONAL EXCELLENCE
Excellence means surpassing or outstanding achievements. Excellence is important to society because it sets example, a standard of behavior that is socially useful.
Forms of Human Excellence
• Being best among competitors • Doing much better than what one could in the past. Competition is with one’s own self. • Performing far better than the general standard. • Doing something unique. Something no one has done before • Invention or Innovation: Invention relates to the conception of a bright new idea; innovation to the full development of an idea into a novel but useful product or output. -2-
• Fully developing one’s manifold human potentialities. • Self-enlightenment • Altruism Organizations can be hotbeds of politics or cold-blooded commercialism; they can also be the nurseries of human excellence. Human excellence is manifest not just through individual efforts but also team effort. The more an organization promotes individual and team excellence, the more the organization itself is likely to excel. Organizational design for excellence is therefore largely a matter of promoting individual and group level excellence and synchronizing it to facilitate excellence in achieving organizational level goals. -3-
Forms of Organizational Excellence
• Competitive • Rejuvenatory • Institutionalized • Creative • Missionary • Versatile
-4-
Competitive Excellence
• Being outstanding within a field of competitors vis-à-vis a clear cut criteria of performance. The company with the best or outstanding return on investment or the fastest growth rate within an industry in a given year. • Clear-cut goals • Strong management commitment • Tight control over operations and coordination through teamwork • Management quick response to the eddies and currents of competition and a culture of quickly adopting the tried effective practices in other organizations. A lean organization and low overheads, aggressive marketing capabilities -5-
Rejuvenatory Excellence
• Vast improvement over previous performance • A strong high-energy leadership that galavanizes the organization and leads from personal example: quick payoff actions, great deal of internal communication to mobilize • Negotiation with external stakeholders
• A culture of getting things done
• Quick fixes
• Improvisations
• Extensive participation of lower level staff in evolving a turnaround strategy and implementing it.
-6-
Institutionalized Excellence
• Sustained high achievement over a long period of time on important performance parameters
• Sustained high performance requires institutionalization of good management practices and a high order of professionalism.
• Top management continuity and orderly succession through carefully selected successor chief executives well acquainted with organization’s excellence norms and culture • Widespread commitment of the staff to a vision of excellence and to the core values • A clan culture
Creative Excellence • Commitment to pioneering, innovation, experimentation, discovery, and dynamic change • Impatience with status quo
• Organizational flexibility
• Openness with communication • Leadership rooted in expertise, competence and creativity rather than in formal positions. -8-
Missionary Excellence
• Dedication to some social mission or ideal. • The goals are altruistic and the resources are limited. • Leadership has to be idealistic but without being naive • Decentralized and participative decision making • Strong identification with the organization’s clientele
-9-
Versatile Excellence
• Ability to meet the expectations of all stakeholders—owners, staff, suppliers, customers, government, bankers, unions etc.
• Organization has multiple goals and therefore may get internally differentiated with different structures or sub-structures catering to different customers • Special efforts are needed to keep these different internal foci in check and to keep high levels of integration or coordination
• Participatory and professional management • Structure may be decentralized but management systems may be centrally designed and monitored. -10-
Excellence is powered by strong commitments
• • • • Commitment to few Vs many Commitment short run Vs long run Commitment to the organization Vs larger entity Commitment to novel Vs familiar means of functioning
Dimensions of Organizational Excellence Mission, Vision of Excellence and Core Values Mission is the contribution the organization wants to make to the society, sector, or field of endeavour. There can be social, political, economic, spiritual missions.
Missions can be • abstract and general or specific and concrete
• global or local
-12-
An organizational vision of excellence incorporates the traits the organization would like to display or be known for three types of vision • vision of excellent performance - prioritization and sharp focus on team work, control, performance evaluation; meritocracy; a lean structure and results oriented management style
•
vision of creating something big or exceptional - entrepreneurial vision visionary change agents at the top to execute them and subordinates with an eye for detail and analysis that are good implementers.
How decisions are made and not just what decisions are made provides important clues to the staff as what the vision of quality is.
•
vision of high quality of functioning-organizational quality - commitment to core values related to organizational purpose and operating context and a vision of performance excellence
The core values in organizations often need to be compatible with the developmental imperative in third world societies; core societal values of a particular society in which the organization operates; basic human urges and the purpose of the organization and its operating context.
-13-
• • • • • • • • • • •
High product quality High productivity Improved work culture Teamwork and cooperation Integrity sense of belonging Cost control Customer orientation Safety to work Competitiveness Meeting social obligation Good industrial relations the need to indegenise imported inputs
Style of Management
Distinctive ways management of an organization performs functions of planning, forecasting and goal setting, control and coordination of activities, organizing, leading and managing its human resources, image building, identity creation relating to stake holders etc. These modes are •Conservative Preservance of organization’s basic character, cautious problem solving and decision making, primacy of stability, tendency to wait ,watch and learn from other’s experiences • Entrepreneurial No risk no gain; pursuit of grandeur, opportunistic growth ,
-15-
• Professional • Professional
Professionally qualified experts, scientific and comprehensive approach, systematic cost benefit analysis for all decisions, long range planning • Bureaucratic Decision making influenced by values of propriety, standardisation , specialization and clear accountability, centralization of policy making, tight control. • Organic Open and free flow of communication,awareness about purpose,goals, performance problems etc.operating freedom to managers
• Authoritarian The intensive use of hierarchial power for making decisions Emphasis on disciplined pursuit of a cause or a goal
• Participative Consensus decision, climate of trust and collaboration
• Intuitive Stresses common sense, experience, intutive judgement over formal analysis • Familial Control by closely related persons at the top • Altruistic Enshrines noble values , trusteeship for the benefit of stake holders
Strategic Management
Choices of goals, policies, and operating domains. These choices are strategic in two senses: they have long term as well pervasive consequences for the way organization functions and performs. These choices are made at the upper echelons of management although they are often implemented at lower levels.
Structure and Systems
Organizational structure is the formal or quasi-formal network of reporting or control relationships in the organization and the powers and duties associated with each role in this network. Good structure and system ensures accountability, efficiency, expertise for gathering needed information and dealing with complex issues and coordination of interdepartmental activities for achieving organizational goals.
Organizational Renewal Processes
These include organizational learning, creativity, innovation, leadership and mobilization for fresh tasks. -18-
Thank you!
-19-
doc_877129645.ppt
The PPT explains about organization excellence.
ORGANIZATIONAL EXCELLENCE
Excellence means surpassing or outstanding achievements. Excellence is important to society because it sets example, a standard of behavior that is socially useful.
Forms of Human Excellence
• Being best among competitors • Doing much better than what one could in the past. Competition is with one’s own self. • Performing far better than the general standard. • Doing something unique. Something no one has done before • Invention or Innovation: Invention relates to the conception of a bright new idea; innovation to the full development of an idea into a novel but useful product or output. -2-
• Fully developing one’s manifold human potentialities. • Self-enlightenment • Altruism Organizations can be hotbeds of politics or cold-blooded commercialism; they can also be the nurseries of human excellence. Human excellence is manifest not just through individual efforts but also team effort. The more an organization promotes individual and team excellence, the more the organization itself is likely to excel. Organizational design for excellence is therefore largely a matter of promoting individual and group level excellence and synchronizing it to facilitate excellence in achieving organizational level goals. -3-
Forms of Organizational Excellence
• Competitive • Rejuvenatory • Institutionalized • Creative • Missionary • Versatile
-4-
Competitive Excellence
• Being outstanding within a field of competitors vis-à-vis a clear cut criteria of performance. The company with the best or outstanding return on investment or the fastest growth rate within an industry in a given year. • Clear-cut goals • Strong management commitment • Tight control over operations and coordination through teamwork • Management quick response to the eddies and currents of competition and a culture of quickly adopting the tried effective practices in other organizations. A lean organization and low overheads, aggressive marketing capabilities -5-
Rejuvenatory Excellence
• Vast improvement over previous performance • A strong high-energy leadership that galavanizes the organization and leads from personal example: quick payoff actions, great deal of internal communication to mobilize • Negotiation with external stakeholders
• A culture of getting things done
• Quick fixes
• Improvisations
• Extensive participation of lower level staff in evolving a turnaround strategy and implementing it.
-6-
Institutionalized Excellence
• Sustained high achievement over a long period of time on important performance parameters
• Sustained high performance requires institutionalization of good management practices and a high order of professionalism.
• Top management continuity and orderly succession through carefully selected successor chief executives well acquainted with organization’s excellence norms and culture • Widespread commitment of the staff to a vision of excellence and to the core values • A clan culture
Creative Excellence • Commitment to pioneering, innovation, experimentation, discovery, and dynamic change • Impatience with status quo
• Organizational flexibility
• Openness with communication • Leadership rooted in expertise, competence and creativity rather than in formal positions. -8-
Missionary Excellence
• Dedication to some social mission or ideal. • The goals are altruistic and the resources are limited. • Leadership has to be idealistic but without being naive • Decentralized and participative decision making • Strong identification with the organization’s clientele
-9-
Versatile Excellence
• Ability to meet the expectations of all stakeholders—owners, staff, suppliers, customers, government, bankers, unions etc.
• Organization has multiple goals and therefore may get internally differentiated with different structures or sub-structures catering to different customers • Special efforts are needed to keep these different internal foci in check and to keep high levels of integration or coordination
• Participatory and professional management • Structure may be decentralized but management systems may be centrally designed and monitored. -10-
Excellence is powered by strong commitments
• • • • Commitment to few Vs many Commitment short run Vs long run Commitment to the organization Vs larger entity Commitment to novel Vs familiar means of functioning
Dimensions of Organizational Excellence Mission, Vision of Excellence and Core Values Mission is the contribution the organization wants to make to the society, sector, or field of endeavour. There can be social, political, economic, spiritual missions.
Missions can be • abstract and general or specific and concrete
• global or local
-12-
An organizational vision of excellence incorporates the traits the organization would like to display or be known for three types of vision • vision of excellent performance - prioritization and sharp focus on team work, control, performance evaluation; meritocracy; a lean structure and results oriented management style
•
vision of creating something big or exceptional - entrepreneurial vision visionary change agents at the top to execute them and subordinates with an eye for detail and analysis that are good implementers.
How decisions are made and not just what decisions are made provides important clues to the staff as what the vision of quality is.
•
vision of high quality of functioning-organizational quality - commitment to core values related to organizational purpose and operating context and a vision of performance excellence
The core values in organizations often need to be compatible with the developmental imperative in third world societies; core societal values of a particular society in which the organization operates; basic human urges and the purpose of the organization and its operating context.
-13-
• • • • • • • • • • •
High product quality High productivity Improved work culture Teamwork and cooperation Integrity sense of belonging Cost control Customer orientation Safety to work Competitiveness Meeting social obligation Good industrial relations the need to indegenise imported inputs
Style of Management
Distinctive ways management of an organization performs functions of planning, forecasting and goal setting, control and coordination of activities, organizing, leading and managing its human resources, image building, identity creation relating to stake holders etc. These modes are •Conservative Preservance of organization’s basic character, cautious problem solving and decision making, primacy of stability, tendency to wait ,watch and learn from other’s experiences • Entrepreneurial No risk no gain; pursuit of grandeur, opportunistic growth ,
-15-
• Professional • Professional
Professionally qualified experts, scientific and comprehensive approach, systematic cost benefit analysis for all decisions, long range planning • Bureaucratic Decision making influenced by values of propriety, standardisation , specialization and clear accountability, centralization of policy making, tight control. • Organic Open and free flow of communication,awareness about purpose,goals, performance problems etc.operating freedom to managers
• Authoritarian The intensive use of hierarchial power for making decisions Emphasis on disciplined pursuit of a cause or a goal
• Participative Consensus decision, climate of trust and collaboration
• Intuitive Stresses common sense, experience, intutive judgement over formal analysis • Familial Control by closely related persons at the top • Altruistic Enshrines noble values , trusteeship for the benefit of stake holders
Strategic Management
Choices of goals, policies, and operating domains. These choices are strategic in two senses: they have long term as well pervasive consequences for the way organization functions and performs. These choices are made at the upper echelons of management although they are often implemented at lower levels.
Structure and Systems
Organizational structure is the formal or quasi-formal network of reporting or control relationships in the organization and the powers and duties associated with each role in this network. Good structure and system ensures accountability, efficiency, expertise for gathering needed information and dealing with complex issues and coordination of interdepartmental activities for achieving organizational goals.
Organizational Renewal Processes
These include organizational learning, creativity, innovation, leadership and mobilization for fresh tasks. -18-
Thank you!
-19-
doc_877129645.ppt