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Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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orange.jobs - Organizational Development Consultant

orange.jobs - Organizational Development Consultant | Improving Organizational Effectiveness & Performance | Scoop.it
... for coordinating organizational development interventions according with company strategy/policy through measurements and diagnosis in order to assist company leaders in improving organizational effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This is a great opportunity for someone interested in an international OD opportunity; the role looks to be both interesting and challenging providing the chance to have a real impact on organizational effectiveness.

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Adaptive Strategy Is a Cop-Out

Adaptive Strategy Is a Cop-Out | Improving Organizational Effectiveness & Performance | Scoop.it

Managers today are all obsessed with VUCA, an ugly acronym encapsulating the notion that business faces more volatility, uncertainty, complexity, and ambiguity than ever before, requiring an entirely new kind of approach to strategy.

 

That new way comes under many terms: discovery-driven strategy, emergent strategy, lean strategy, agile strategy, to name just the best known. They all hold, more or less, that in this VUCA world, you just have to try stuff, see how it works, and adjust. Thinking about strategy before doing something is so retrograde, so pre-VUCA.


Via Kenneth Mikkelsen
Frank J. Papotto, Ph.D.'s insight:

The  reality is that there is more hype and stridency about change  and turbulence, but little in the way of evidence that it is any worse to cope with than for previous generations.  Effective organizations learn and build ways of managing and even thriving in tumultuous conditions. 

 A strategy is a plan for moving forward and achieving organizational  purposes that addresses as well as possible the current and foreseen conditions. Effective organizations have long recognized that strategies are a best guess about the future and that change and adjustments will be necessary; they configure themselves to both pursue their purposes as well as possible,  be as attuned to shifting conditions as possible,  and be flexible as possible to make necessary changes.

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Employee Engagement Myths Debunked

Engagement and retention are huge topics right now in HR, and leadership in general. High turnover numbers and epidemically low employee engagement numbers are costing companies in a big way.

Via Richard Andrews, Jean-Philippe D'HALLUIN
Frank J. Papotto, Ph.D.'s insight:

A key to improving employee engagement is a complete, holistic view of people.  Each of the myths about engagement is based on a misunderstanding of some aspect of the people  involved. These myths don't  recognize that: People are not predominately motivated by money; recognition works  only when people see it as authentic and not manipulative; high-performers are highly motivated by something and its important to know what; new managers are not usually experienced people managers, so their preparation should include relevant training; generalizations about a demographic grouping do not capture all the information about what it takes to engage the people in that group.  One could go on about how trust, appreciation, respect, technical and social support are also effective ways to build engagement because this is what people need or want from their work experience,  but the foundation for taking action to enhance engagement is more than a generalized view of human nature;  a more specific, individualized and nuanced understanding of employees is needed. 

 

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Graeme Reid's curator insight, June 2, 2014 3:25 AM

It's not all about the money.

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An Organizational Structure That Drives Change

An Organizational Structure That Drives Change | Improving Organizational Effectiveness & Performance | Scoop.it
Stuff

Via the Change Samurai
Frank J. Papotto, Ph.D.'s insight:

Basic idea is that change is important and inevitable,  but it doesn't, in fact, mustn't be rote or simply reflexive.  Instead it needs to to be thoughtful, strategic, mindful, proactive, and  helpful.  It doesn't matter if a change is  fast or slow, small or large,  innovative or mundane; what matters is that it is adaptive--it helps the organization survive, achieve its purpose or get better at changing. 

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The 15 Immutable Laws Of Engaging Employees In A Change Effort

The Holmes Report The 15 Immutable Laws Of Engaging Employees In A Change Effort The Holmes Report A management model focused on improving organizational effectiveness must bring together the right mix of communications, leadership and team...
Frank J. Papotto, Ph.D.'s insight:

The unchangeable laws of change efforts--catchy. The implication here is that there are some things about managing change that don't change regardless of what you're changing. While essentially correct and sensible the 15 laws really boil down to one rule.  Allowing people to understand and participate in making changes, will most often lead to better change results. 

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VP for Organizational Effectiveness & Human Resource Management

Howard University seeks a Vice President for Organizational Effectiveness and Human Resource Management. Howard University is one of the nation's leading research universities and is dedicated to educating students ...
Frank J. Papotto, Ph.D.'s insight:

This is an excellent opportunity for an experienced high level OE & HR professional who is interested in working in higher education 

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Why Floundering Is Good

Trying to figure something out on your own before getting help actually produces better results than having guidance from the beginning

Via Holly MacDonald
Frank J. Papotto, Ph.D.'s insight:

The idea that missteps and failures can be valuable is really not a new idea. We can call this learning from experience.  What is value for organizations and their leaders to take away is that the capacity to solve problems is just as valuable or perhaps more valuable than the solutions themselves. It is at the heart of adaptation and so is a critical part of being effective.

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The power of women in the workforce

Women in America represent an underutilized economic resource that can increase organizational effectiveness. Women represent a market demographic with huge, dominant buying capacity. Despite the fact that more ...
Frank J. Papotto, Ph.D.'s insight:

Adding women to the workforce  leads to an increase in diversity and on average an increase in the education level of the workforce.  Two clearly beneficial changes.  But if these are not enough couldn't we hypothesize  increases in organizational effectiveness?  How might women's presence support enhanced employee engagement, better execution, more adaptability and/or greater alignment?  Doesn't better education and greater diversity at the very least suggest better problem-solving?  And what about interpersonal and communication skills: how do women on average compare to the existing workforce on these skills and wouldn't even small advantages translate into large benefits? It's worth taking a much closer look at a minimum; taking action however is really a no risk proposition. 

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How Shared Leadership Impacts Team Effectiveness - Bridging the gap between IO psychology, human resource management and job performance.

How Shared Leadership Impacts Team Effectiveness - Bridging the gap between IO psychology, human resource management and job performance. | Improving Organizational Effectiveness & Performance | Scoop.it
An analysis of 42 different studies and 3 categories of leadership styles measures the impact of Shared Leadership on team effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This review and article reinforce the idea that is familiar: more disbursed or distributed leadership is better when dealing with greater complexity.  Complexity means that more people, more challenges, more decisions and more information are  involved, so leading is a much more daunting task that can easily outstrip any individual's ability to manage it effectively.  As much as we relish our idealized visions of the bigger than life leader, real world situations demand a much more pragmatic view of leaders who don't have to go it alone. 

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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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The Effectiveness of Trusting More

Leaders are always searching for ways to be more effective. Although research suggests that trusting people more is a particularly potent way to increase team member performance, trusting more is not ("Do your homework.
Frank J. Papotto, Ph.D.'s insight:

We should know this by now.  Trust is a key driver of engagement and engagement is a key source of organizational effectiveness.  

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The principles of a dual operating system

It seems like new management tools are proposed every week for finding a competitive advantage or dealing with twenty-first-century demands. How is a dual operating system any different?

The answer is twofold. First, a dual system is more about leading strategic initiatives to capitalize on big opportunities or dodge big threats than it is about management. Second, although the dual system is a new idea, it is a manner of operating that has been hiding in plain sight for years.


Via David Hain
Frank J. Papotto, Ph.D.'s insight:

The idea is straightforward: new organization patterns, structures or designs must effectively deal with both the stable and changing aspects of an organization's activities. 

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David Hain's curator insight, May 29, 2014 2:33 AM

A new modus operandi proposed by John Kotter - hierarchy  and networks together.

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Change Management: Start With "Why"...

There is a famous TED talk by Simon Sinek called How Great Leaders Inspire Action. 17 million have watched it so far.  If you have an interest in consulting, management and persuading people into a...

Via Alexis Assimacopoulos
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The Dark Side of Employee Engagement

The Dark Side of Employee Engagement Forbes That said, there is a dark side to employee engagement, and, particularly, to focusing so much on engagement that we end up neglecting other key drivers of organisational effectiveness and individual...
Frank J. Papotto, Ph.D.'s insight:

This makes a good point--managers too eager to engage employees may not push enough toward high levels of performance.   And while managers certainly play a critical role in enhancing engagement, organizations shouldn't overlook other tools for broader engagement. Many HR/Talent tools can be helpful. Starting with selection--employee that are a good fit for the company's values and goals are more likely to find work engaging; next,  good orientation and socialization is helpful because a clearer understanding of jobs, policies and procedures will make effective contributions more likely. A third example is training and development; job and career relevant opportunities provide employees with skills to perform better and a positive view of prospects for future opportunities in the organization, so they are more likely have a sense of accomplishment and remain with the organization--both indicative of employee engagement.

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The Pathway to Greater Leadership Effectiveness

The Pathway to Greater Leadership Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
By asking for feedback, analysing the results, developing a focused action plan for change and following up, leaders are perceived as more effective.
Frank J. Papotto, Ph.D.'s insight:

The key here is that perceived leader effectiveness increases with better listening and better follow through. Now ask yourself what can I do to be more than perceived as effective.  Is taking feedback to heart really enough to make you more effective.  What behavioral changes will make me a more effective leader.  The general answer is  act in ways that support better engagement, adaptation, alignment and execution. 

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Best Practices in Employee Engagement: Interview of TIAA-CREF's head of Organizational Effectiveness

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

In this interview the approach described is based the premise that “Maximizing the Contributions of Organizational Citizens” is a key to employee effectiveness. Unleashing the discretionary effort of employee has tremendous potential; we know from both research and experience that coercing or inducing  people to perform is not particularly effective, instead creating the conditions for top performance and helping people see the personal benefits (beyond money) of their contributions are the keys to engaging them in the success of the organization. Four areas that are reflected to varying degrees in the discussion and also in found to be critical in creating employee  engagement in other settings.

   1. Supportive Work Situation: This includes demonstrating respect for and including diverse individuals, genuine appreciation for their contributions, a willingness to help them succeed, and ensuring that the resources needed to accomplish work are readily available and accessible.    

   2. Trusted Organization: An environment  that is dependable, predictable and makes it clear how work can be accomplished; it’s based on well-defined structures and processes; candid and complete communication; fair and consistent treatment for all; and recognizes that people work and contribute in different ways.    

  3. Personal and Career Impact: Opportunities for doing meaningful, relevant work allows individuals to have  a sense of pride; enabling people to develop the skills they need to be successful in their jobs and careers provides a sense of competence and accomplishment.  Performance management that includes important individual goals and provides useful feedback, coaching, and skill development goes a long way toward building meaning and achievement.  Making a real difference and having an impact on the organization’s success energizes and engages people.  

   4. High Performance Workplace: The ownership that comes from having authority to make significant decisions along with the high levels of proficiency based on emphasizing job-specific skills, the commitment, clear goals and shared purpose that comes from membership in a highly cohesive team; and sense of mastery and self-control that arises from participating in the management of your own group, each contribute to the willingness of individuals to offer the discretionary efforts required for superior performance. 

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The Keys to Successful Business Strategy Execution

What our research found is that the key to strategy execution effectiveness is alignment. But while much has been written about the importance of ...
Frank J. Papotto, Ph.D.'s insight:

One key to effectiveness is alignment with organizational purpose; strategy is a plan for guiding the organization to or toward achieving this purpose.  Executing or implementing the strategy is in reality a process to align or better align the organization with its purpose.  Superb execution, robust engagement, and sustained agility (adaptation) are additional means of supporting the  achievement of an organization's purpose.  

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5 keys for continuous improvement

We all know the old saying, “If it ain’t broke, don’t fix it.” Really? That might work for a kitchen appliance, but for workplace processes and proced ...
Frank J. Papotto, Ph.D.'s insight:

This is not continuous process improvement it just an iterative way of managing that makes sense.  Just keep in mind Peter Drucker's thought that you can't just do things right, you have to do the right things too. 

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Employee Engagement Reflects Leadership Effectiveness – The Practical Leader

Employee Engagement Reflects Leadership Effectiveness – The Practical Leader | Improving Organizational Effectiveness & Performance | Scoop.it
Employee Engagement Reflects Leadership Effectiveness - http://t.co/PlQUxPmcYh #leadership #management
Frank J. Papotto, Ph.D.'s insight:

This idea that Engagement reflects Leader effectiveness is very reasonable, but could it be that engaged employees bring out the best in those who lead them?   In fact, I believe it's a virtuous cycle. It's easy afterall  to appreciate, involve, support, and provide opportunities for someone who is doing a great job. But leaders who can find ways to appreciate, involve, support and provide opportunities for poor performer must be truly creative and effective.  

Actually, this is not quite right. Leaders may create employee engagement; but it is managers who need to, want to and often have to. It makes sense: leaders  are about bigger, less immediate goals, but managers are about performance results and getting that discretionary effort every day....

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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  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 assessments like this one must by necessity look  at leadership effectiveness more generically. 

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