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Mindfulness as a Foundation for Organizational Effectiveness

Mindfulness as a Foundation for Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

Mindfulness is definitely getting its share of attention in mainstream news and for good reason. There seems to be no shortage of research on the benefits of mindfulness.


Via Morgan Dix
Frank J. Papotto, Ph.D.'s insight:

Getting better results is primarily about organizations and their employee paying attention to the right things. We could generically say that mindfulness is a key to greater effectiveness, but frankly it really isn't enough.  The necessary additional step is concentrating on those activities that have a direct impact on improved effectiveness.  Focusing on becoming: 1) Agile and Proactive, 2) Engaged and Responsible, 3) Aligned and Strategic, and 4) Operationally Excellent and Continuously Improving, are the four keys to improving organizational effectiveness and performance. 

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David Schultz's curator insight, January 24, 3:39 PM

I believe mindfullness to be the beginning of success in all other human interactions.  This may be one of the most important traits we should start training managers in.

Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: EmpoweringEffectiveness.com
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Empowering Improved Organizational Performance Through Organizational Effectiveness

Empowering Improved Organizational Performance Through Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

This resource collects and presents tools and techniques to support efforts to improve enterprise results regardless of organization industry or type.  Comments and remarks seek to clarify the relevance or value of enhanced organizational effectivness and a means of achieving better performance. 

Frank J. Papotto, Ph.D.'s insight:

Improved Organizational Effectiveness can be achieved in a number of ways.  The Empowering Effectiveness Model categorizes these paths to effectiveness in four categories:

 

=> Broad Alignment-ensuring clear direction and focus are pervasive throughout the organization
 

=> Robust Engagement-establishing a level of commitment that drives effort regardless of current circumstances 
 

=> Sustainable Adaptation-maintaining the capacity to anticipate and meet current and future challenges. 
 

=> Superb Execution-unceasingly pursuing excellent performance and performance improvement.   

 

These paths are interdependent, focus on internal or external relationships, and emphasize steadiness or change.  

 

Which route or combination of routes to Organizational Effectiveness is chosen depends upon a range of factors such as industry, markets served, core technologies, organizational culture, and competitive position.  

 

A critical element in the on-going journey to improved effectiveness is Purposeful Leadership.  Such leadership involves finding the best ways to promote organizational success.  

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Elizabeth King Named Vice President, Organizational Effectiveness, for ESCO

ESCO Corporation announced today that Elizabeth King has been named Vice President, Organizational Effectiveness. King is also in Washington, D.C. tod
Frank J. Papotto, Ph.D.'s insight:

I simply want to point out here that Ms. King's success is built on improving organizational effectiveness. In particular, by focusing attention and efforts on enhancing execution (just one element in the Empowering Effectiveness model), she was able to lead ESCO to success. 

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Managing For Disruption

Managing For Disruption | Improving Organizational Effectiveness & Performance | Scoop.it
At its core, disruption is an informational problem more than anything else. The answer to it isn’t trying to dig in to protect individual nodes, but to create a network that is at once more cohesive and expansive.
Frank J. Papotto, Ph.D.'s insight:

Sustainable Adaptation is about the capacity to shape the future of an organization.  The creation of cohesive, expansive networks is one useful way to build adaptability that will last. Learning organizations are another with an internal focus.  The approach to sustainable adaptation must include an organization’s current portfolio of competencies, and building new competencies to capture a larger share of markets or new market opportunities. Speed, agility, quality, better intelligence and other advantages that enable not only out maneuvering competitors but also change the playing field to more effectively use an organization's strengths. 

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The Eight-Minute Test That Can Reveal Your Effectiveness as a Leader

The Eight-Minute Test That Can Reveal Your Effectiveness as a Leader | Improving Organizational Effectiveness & Performance | Scoop.it
The results may surprise you.(RT @justcoachit: The Eight-Minute Test That Can Reveal Your Effectiveness as a Leader http://t.co/Uu3Yk1Bmiv - @HarvardBiz #leadership)...
Frank J. Papotto, Ph.D.'s insight:

Being assessed from multiple perspective can often be very valuable. And the strength of the assessment doesn't necessarily come from its length or duration.  What matters most is the consistency and relevance of the assessment with regard to what your measuring.  In this case, Leadership Effectivenesss.   Superficially, at least, this assesment appears to measure some aspects of effectiveness; whether or not the it can "reveal your effectiveness as a leader" depends almost entirely whether the assessment actually produces accurate results for those completing it. It's important to remember that leadership is most often situation-specific and assessment like this one must by necessity look  at leadership effectiveness more generically. 

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Mindfulness as a Foundation for Organizational Effectiveness ...

Mindfulness as a Foundation for Organizational Effectiveness. Posted on January 18, 2014 by Mona Biskup. Mindfulness as a Foundation for Organizational Effectiveness by Jacqueline Carte 17 January 2014.
Frank J. Papotto, Ph.D.'s insight:

Paying attention, being focused, thoughtful,  and disciplined in your approach:  are these really not obviously beneficial?   The mindfulness concept is not anything especially new or startling, but it is definitely a very helpful starting point.  The  next important issues are: what are you paying attention to? , what are you focusing on?, what are you thinking about?, what approach are you sticking with?  Organizational effective involves both doing things the right way and doing the right things....

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Ivon Prefontaine's curator insight, March 26, 1:49 PM

There are some links to research embedded in the article. Is mindfulness the new hot issue which become a Technique and not about improving lives and the world we live in?

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Communication and Employee Engagement

Communication and Employee Engagement | Improving Organizational Effectiveness & Performance | Scoop.it
Speaking to a colleague recently, we reflected on one of our client organisations and how they currently have very low levels of employee engagement. We speculated as to whether this may be because...
Frank J. Papotto, Ph.D.'s insight:

Put simply organizatonal communication must be open, honest, useful, and  relevant to keep organizaton members engaged.  Internal communications convey both attitudes toward organization members (respect, trust, confidence ) and information that they need (resources available, changing priorities, importance of tasks)--making clear that their contributions are valuable. 

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Journal of Organizational Effectiveness: People & Performance | Lancaster University

Journal of Organizational Effectiveness: People & Performance | Lancaster University | Improving Organizational Effectiveness & Performance | Scoop.it
Journal of Organizational Effectiveness
Frank J. Papotto, Ph.D.'s insight:

A new journal that takes a broad approach to Organizational Effectiveness aims to be a resources for a scholarly business audience. The applied focus will undoubtedly make this a valuable resources for Human Resources and other managers.

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70% Of Workers Aren't Engaged -- What About The Managers?

70% Of Workers Aren't Engaged -- What About The Managers? | Improving Organizational Effectiveness & Performance | Scoop.it
Our data on employee engagement diverges significantly from Gallup. Our numbers suggest that there are roughly twice as many engaged employees. (Levels of engagement by #leadership effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This would be a great article if not for the fact that we have known this for well over 10 years. In fact, I and other have been training managers to better engage employees for at least that long. Simply put, managers who demonstrate respect for employees' ability and competence,  support them in improving their skills and career prospects, and  ensure that employee are given honest and fair treatment are much more likely to see high levels of engagement.  Often the reason for lower employee engagement is a presumption that managers know the best ways to get work done and feel compelled to insure that it is done in this way. This is not so surprising since managers are paid and held accountable for managing and getting results.  In the Empowering Effectiveness model, engagement is one of the key elements of leadership, along with supporting organizational agility, broad alignment and superb execution. 

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Human Resources, Learning, and Leadership: Our Ten Predictions for 2014

Human Resources, Learning, and Leadership: Our Ten Predictions for 2014 | Improving Organizational Effectiveness & Performance | Scoop.it
The Bersin by Deloitte Analyst Blog
Frank J. Papotto, Ph.D.'s insight:

Bersin always does a very good job researching trends. But the interpretation of these trends in this case seems a bit overstated; we probably should note that part of the purpose of the report is to sell consulting services. The shift that is apparent today and will continue is primarily due to technology; it is transforming the way work and HR/Talent work gets done. And it is supporting the capacity of new and existing enterprises to enter and better compete in established and emerging markets. The impact of these factors is driving the need for a workforce that is agile, tech-savvy and innovative. The renewed attention on attraction, retention, and engagement is primarily an indication by HR/Talent that they understand the business significance of these trends and are willing and able to support the enterprise in adapting to the changes. Part too, of the greater selectivity in hiring is a reflection of the need for fewer workers due to the productivity boosts afforded by technology and increased engagement.

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Warren Bennis on Six Competencies Exemplary Leaders Share

Warren Bennis on Six Competencies Exemplary Leaders Share | Improving Organizational Effectiveness & Performance | Scoop.it

In Bennis’ four decades of research, observation and study of leadership, he was one of the first to identify the overall effect of leadership on organizations. Most conclude, he said,that leadership competence makes a positive difference of approximately fifteen percent in organizational effectiveness.  

Frank J. Papotto, Ph.D.'s insight:

Among the six competencies noted by Bennis are Alignment, Engagement,  Adaptation/Agility and Getting Results (Execution); these are the four key factors in the Empowering Effectiveness Model of organizational effectiveness.The other competencies noted in the article, Generating Trust and Developing Leaders also have an indirect role in effectiveness as they promote engagement, alignment, agility and execution.  To explain the other 85% of  organizational effectiveness, consider your favorite organizational model. Beyond leadership, these models provide a variety of places to look for opportunites to enhance agility, alignment, engagement and execution. 

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Ivon Prefontaine's curator insight, March 4, 1:20 PM

It is interesting he used the word engaged rather than empowered. They have substantially different meanings. Being empowered suggests someone gives you power. Engaging suggests that we find our power sources and it flows through social interactions.

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Why Employee Engagement is Important

Why Employee Engagement is Important | Improving Organizational Effectiveness & Performance | Scoop.it
It might sound ‘soft’ but employee engagement offers a proven methodology for driving ‘hard’ business outcomes. Erica Sosna, engagement and …
Frank J. Papotto, Ph.D.'s insight:

Even though many business people realize that employee engagement offers a proven methodology for driving desired business outcomes, research shows that the vast majority of employees are not engaged to the level that is required to maximize performance. It is one thing to accept that employee engagement is a key factor in operating an effective enterprise, it is another to understanding exactly why this is the case, and to use this understanding to elevate employee engagement to an optimal level. This article, explains why employee engagement matters and offers advice on how a business should approach the development engaged employees.  

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Change is good: tell us how change saturation affects your ...

Change is good: tell us how change saturation affects your ... | Improving Organizational Effectiveness & Performance | Scoop.it
As a member of the Organizational Effectiveness practice at Slalom Consulting, I'm excited to share my perspectives and experiences with Change and Project Management to help clients and practitioners achieve their goals ...
Frank J. Papotto, Ph.D.'s insight:

This looks potentially interesting;  check out their survey. 

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5 Questions Change Agents Use to Move People Forward

5 Questions Change Agents Use to Move People Forward | Improving Organizational Effectiveness & Performance | Scoop.it
A Guide to Overcoming Resistance to Change. Five questions Change Agents use to move people forward.

Via Himanshu Kakkar
Frank J. Papotto, Ph.D.'s insight:

Anyone interested in improving organizational effectiveness and performance is change agent.  But shifting from  old habits to new is often challenging; helping people see the benefit of new ways of working is often obsured by the comfort of the old ways.  

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IT under pressure: McKinsey Global Survey results | McKinsey & Company

IT under pressure: McKinsey Global Survey results | McKinsey & Company | Improving Organizational Effectiveness & Performance | Scoop.it
Recognition of IT’s strategic importance is growing, but so is dissatisfaction with its effectiveness, according to our eighth annual survey on business and technology strategy. A McKinsey & Company article.
Frank J. Papotto, Ph.D.'s insight:

The article presents a variety of data supporting the idea that IT is increasingly focusing on Improving Organizational Effectiveness.  While IT has  endeavored to improve Execution (typically lowering costs, increasing efficiency and other process improvements), the expanding focus on analytics, and innovation (facilitating new market entry, new product development, and knowledge management) suggests an expanding view of effectiveness that includes Organizational Alignment  and Adaptation.   And an even wider approach to organizational effectiveness through IT is on the horizon. A variety of talent planning and development tools promises to improve effectiveness through greater Employee Engagement. 

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Kevin Gaskell - Achieving Organisational Effectiveness through Managing Performance

On January 30, 2013, the Centre for Leadership Performance welcomed Kevin Gaskell for a Masterclass on Achieving Organisational Effectiveness through Managin...
Frank J. Papotto, Ph.D.'s insight:

The emphasis in this talk is alignment; Gaskell describes the value of focusing on high priority activities and being less concerned about those of lesser importance.  He makes the point that a clearer mandate can simplify the demands on employees and help them be more productive. Imagine then what these people could do if given better tools to execute the work, more flexibility to accommodate changing conditions and priorities, and became more engaged with the work of the organization?

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Communication - Leadership Qualities

Communication - Leadership Qualities | Improving Organizational Effectiveness & Performance | Scoop.it
from the Center for Management & Organization Effectiveness
www.cmoe.com
Leaders who communicate well with others can use this skill to gain a better understanding of those around them, build trust,...
Frank J. Papotto, Ph.D.'s insight:

Good communication is certainly valuable as a leadership tool. More generally effective organizations do a great job at communicating formally and informally.  Nearly everyone in highly effective organizations seems to know what's going on, what they need to do and how to find information they don't have.  This enables them to align with goals, coordinate activities, improve performance, know when changes are needed,  allow organization members to act more independently and flexibly, and a myriad of others things that help the enterprise get better results.

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Leadership: His Dog is the Team's Dog

Leadership: His Dog is the Team's Dog | Improving Organizational Effectiveness & Performance | Scoop.it
The main disadvantage of Virtual Teaming is the is the lack of personal touch. We miss out on the important aspects of the body language – the smile on the lips, the tweak of the cheeks and the hurt in the eyes. I
Frank J. Papotto, Ph.D.'s insight:

Communication of any kind  can add a personal touch, but we do miss out on much of the non-verbal aspects that can often convey emotional reactions when we interact as a virtual team.  My sense is that increased communication is the key to improving effectiveness even if it does not include a visual component. 

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Is Hierarchy Helping Or Harming Your Organization?

Is Hierarchy Helping Or Harming Your Organization? | Improving Organizational Effectiveness & Performance | Scoop.it
Hailed as the anti-hierarchy, holacracy is the new business buzzword. Developed by Ternary Software CEO Brian Robertson in 2007, at its most basic holacracy is a self-governing operating system where everyone within an organization takes responsibility for delivering on the company’s purpose. With roles arranged in circles rather than layers, [...]

Via Susan Bainbridge
Frank J. Papotto, Ph.D.'s insight:

At the minimum organization structure is about roles and relationships. Whether flat or heirarchical,  individuals in the structure must understand the purpose of their role and how it interacts with other roles. Beyond having a clear focus and direction for activity, they need autonomy and authority to do what is necessary for the role, the competencies required for the role, and the means to develop new competencies, processes and procedures as organization's circumstances change. 

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John Michel's curator insight, March 20, 1:52 PM

While disposing of job titles and other trappings of hierarchy promotes feelings of equality, it’s important that that equality is framed in a structured way. Whether holacracy or hierarchy, organizations that can strike a balance between transparent collaboration and structured order will ensure that their employees feel empowered and in control.

Graeme Reid's curator insight, March 23, 7:18 PM

Interesting article. Hierarchies are not all bad and they provide people with some structure.

David Hain's curator insight, March 24, 4:46 AM

Holacracy is helping Zappos.

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Internal & External Communication Tactics to Increase Organizational Effectiveness

Internal & External Communication Tactics to Increase Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
Internal & External Communication Tactics to Increase Organizational Effectiveness. As technology continues to change, so too do the way that organizations communication both internally and externally.
Frank J. Papotto, Ph.D.'s insight:

Good communication is vital to every organization; these tips can be helpful, but ultimately organization cultural norms as well as individual preferences will win out in determining how communication takes place.  The goal is to find methods of communication that insure mutual understanding and most often these have to be two-way at least to some extent. It really is a pervasive awareness of the importance of good communication that characterizes the most effective organizations. The abundance of tactics that can be used is certainly helpful in this regard. 

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Asking Whether Leaders Are Born or Made Is the Wrong Question (blog)

Asking Whether Leaders Are Born or Made Is the Wrong Question (blog) | Improving Organizational Effectiveness & Performance | Scoop.it
Asking Whether Leaders Are Born or Made Is the Wrong Question blogs.hbr.org (blog) By failing to differentiate between leadership effectiveness (performance as a leader) and leadership emergence (being tapped for a leadership role), this research...
Frank J. Papotto, Ph.D.'s insight:

This blog rightly points out the question really is, "How should we choose leaders who are likely to perform well for our organization?" We can identify some traits that are associated with being percieved as a leader, but we must also find criteria that are associated with, or better still predict, being an effective leader.  

The  purposeful leadership model from Empowering Effectiveness indicates leaders who can effectively understand  and adjust their behavior based on context, organization culture and requirements, and relationships with stakeholders will be more effective in achieving the desired organizational results. 

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Why flexibility is key in Singapore's workforce management in 2014 - Singapore Business Review

Why flexibility is key in Singapore's workforce management in 2014 - Singapore Business Review | Improving Organizational Effectiveness & Performance | Scoop.it
Why flexibility is key in Singapore's workforce management in 2014
Singapore Business Review
The rapid pace of change in the business world is forcing organizations to learn swiftly how to optimise organizational effectiveness in a volatile economy.
Frank J. Papotto, Ph.D.'s insight:

Mr. Tan's article is very thoughtful, but its focus on only building workforce flexibility misses an opportunity to contribute even more to business success. While he points out the need for greater cohesion among an age-diverse workforce, he glosses over the value of building employee engagement to help retain and energize valuable resources in the tight labor market.  To his credit Mr. Tan describes job redesign as an approach that has be used to create better work-life balance and notes its role in creating greater agility; but he hasn't noted the added value of job design in improving execution and alignment with business goals which will also support effectiveness.

My point here is that HR’s/Talent Management’s role in creating flexibility (organizational agility) is indeed important, but this should not diminish its efforts to develop talent that contributes to excellent and improving execution, create systems and processes to align workforce activities with organizational objectives, and establish management and organizational practices that increase retention and discretionary effort based on robust employee engagement.

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A Comment on: HR Should Own Organizational Effectiveness

Although we do not think that any role should, or indeed could “own” something as cooperation-based as organizational effectiveness, we do sympathize with the frustration of modern organizations regarding the passive role ...
Frank J. Papotto, Ph.D.'s insight:

HR's role in supporting organizational effectiveness often goes unrecognized or under appreciated. Examples include: selecting and developing great contributors, fostering employee engagement, designing jobs, relationships and processes that enable individual flexibility and organizational agility, and supporting performance management policies and procedures that align workforce activites with organizational strategy and goals. 

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Employee Engagement and Leadership Effectiveness

For organizations, employee engagement and the financial bottom line are all impacted by the emotional competence of their leaders.
Frank J. Papotto, Ph.D.'s insight:

We should know by now that developing leaders with emotional acumen as well as business acumen is vitally important. This article helps illustrate the connection between being emotionally adept and engaging others and in so doing helps us to see that socially competent  leaders are one important factor in driving organizational effectiveness and performance. 

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6 Dimensions of Organizational Culture - Which One is Right for You ...

6 Dimensions of Organizational Culture - Which One is Right for You ... | Improving Organizational Effectiveness & Performance | Scoop.it
There is a strong focus on achieving an end result. Of the six dimensions, this dimension correlates most strongly with organizational effectiveness; organizations with goal-oriented cultures are more effective than those with ...
Frank J. Papotto, Ph.D.'s insight:

This is an interesting take on Organizational Culture that builds on the  Competing Values Framework,  but the approach is too rigid.  It is more useful to think about these 6 dimensions as the themes that all can get more or less emphasis within a given culture. It's likely that multiple, not a single one will dominate and that both extremes of the dimensions will be found in some parts of the organization.  In effective organizations  you will undoubtedly find a blend of the extremes of  all theses dimensions. 

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Ivon Prefontaine's curator insight, March 3, 8:02 PM

There are some interesting points here. The one about open vs. closed system suggests there is a bit of a small and intimate feel to an organization.

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15 Qualities Of A Change Agent

15 Qualities Of A Change Agent | Improving Organizational Effectiveness & Performance | Scoop.it

My colleagues and I are often asked to ‘decode’ the process of business transformation and provide the repeatable ‘formula’ for success. I guess this is understandable given that widely quoted statistic – you know the one – that 70% of all change efforts fail. In a way, this interest in our work is very humbling.…

Frank J. Papotto, Ph.D.'s insight:

Regardless of the role that change agents inhabit inside or outside  organizations, they need to inspire, organize  and drive change. Dr. Fudas' model can help in this regard. But like all models it is an abstraction and we as change agents need to deeply understand the BEHAVIOR associated with each of the qualities described in the model to effectively support changes.  As advocates for improved effectiveness and performance we must understand both how to create both better and sustained effectiveness.

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