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

Achieving Organizational Effectiveness Through Internal & External ... | Improving Organizational Effectiveness & Performance | Scoop.it
Confronted with a dynamic communication landscape, pharmaceutical organizations must constantly develop their communicative efforts to remain competitive and leverage their talents. Placing emphasis on the alignment of ...
Frank J. Papotto, Ph.D.'s insight:

Of course communication is critical for effectiveness; it is the glue that holds together the myriad of relationships critical for an enterprise of any sort to function well.  To enhance organizational effectiveness,  we need to ask how communication ought to be applied.  From the Empowering Effectiveness perspective, the answer is to foster communications that support alignment, adaptation, engagement and execution. In the complex world of pharmaceuticals, where promoting health, good science, and financial success are complexly intertwined, communications may be improved by considering, as this blog reminds us,  how they contribute to desired organizational results.

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Organizational Effectiveness 2013 Impact Assessment

The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc.
Frank J. Papotto, Ph.D.'s insight:

Discusses Alignment and Efficiency, two important pieces of the effectiveness puzzle.  Aligning with strategic priorities and addressing the efficiency aspects of Execution are positive steps,  Adaptive Agility and Robust Engagement  are the other aspects of effectiveness that synergetically enhance postive results.

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Change Whisperer - Gail Severini's Blog

Change Whisperer - Gail Severini's Blog | Improving Organizational Effectiveness & Performance | Scoop.it
Passionate about advances in, and effectiveness of, best practices for leading and managing change
Frank J. Papotto, Ph.D.'s insight:

The increased prevalence of "people" and "culture" in the management literature and corporate management titles  and a corresponding rise in collaboration and a flattening heirarchy should not surprise anyone; they are based on a recognition that engagement, greater autonomy and social/informational control of behavior are far more effective at motivating and driving desired behavior than more external/financial control.

           The change issue really isn't much different than what companies have been facing for the past twenty years--gaining greater productivity by increasing the effective utilization of human resources to accomplish organizational goals. 

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Lean Leadership: Listening & Humility

Lean Leadership: Listening & Humility | Improving Organizational Effectiveness & Performance | Scoop.it
The holiday season is my favorite time of year for two reasons: the holidays themselves and business planning. Proper business planning requires significant reflection, an activity that Lean Leaders embrace and do regularly and less effective...
Frank J. Papotto, Ph.D.'s insight:

I'm pretty sure other leaders do this too, but nevertheless it's a good observation...

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Evolve Your Board As Your Organization Changes

Evolve Your Board As Your Organization Changes | Improving Organizational Effectiveness & Performance | Scoop.it
Evolve Your Board As Your Organization Changes
Forbes
Boards of directors come into play when the owners or key stakeholders of an organization cannot or choose not to manage the organization themselves.
Frank J. Papotto, Ph.D.'s insight:

An additional board development considersation involves how proactive a board chooses to be.  This decision depends upon their confidence in management team and well as their own knowledge and experience. 

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Can Self Management Produce Maximum Performance for Your Company?

Can Self Management Produce Maximum Performance for Your Company? | Improving Organizational Effectiveness & Performance | Scoop.it
Morning Star uses self management to grow its company's performance. Read more to learn how this tactic could help to grow your company as well.
Frank J. Papotto, Ph.D.'s insight:

Accountability is the key; task complexity is relevant too. 

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Lessons In Leadership: It's Not About You. (It's About Them)

Lessons In Leadership: It's Not About You. (It's About Them) | Improving Organizational Effectiveness & Performance | Scoop.it
Harvard's Ronald Heifetz urges heads-of-state to think less like surgeons, more like psychiatrists.
Frank J. Papotto, Ph.D.'s insight:

Heifetz recommends that leaders shouldn't solve problems for followers, but rather help followers develop the capacity to solve their own problems. His assumption is that followers know more about the problem than leaders. This may be true sometimes, but sometimes followers may not fully realize what the problem is or that they even have one. 

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Ivon Prefontaine's curator insight, November 12, 2013 10:33 AM

We have many narcissitic personalities acting as leaders. That is not leadership.

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How To Eliminate Performance Reviews In Your Organization

How To Eliminate Performance Reviews In Your Organization | Improving Organizational Effectiveness & Performance | Scoop.it
Performance reviews don’t work. They are disliked by managers and employees alike. They are usually poorly written and disappear as soon as they are completed. Everyone knows this but most are not going to admit it.
Frank J. Papotto, Ph.D.'s insight:

Effective Organizations don't waste time , but do provide their employees with constructive feedback.

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Kudos's curator insight, November 2, 2013 4:50 PM

This is a great article. Very true about coaching and providing regular feedback. I do believe you also need to outline and discuss repoonsibilities and set goals together then hold your athlete, I mean employee, accountable. When they succeed - recognize that success.

 

Performance reviews are continuous. And guess, one of the responsiblities of each team member is to be part of that process by activitly seeking feedback and being honest about their own efforts and engagement. 

 

If if you feel you are being ignored ask the hard question, what have I done to be noticed or manage my career. 

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Your Organization is at Risk

Your Organization is at Risk | Improving Organizational Effectiveness & Performance | Scoop.it
This is the first of a multi-part series on the trends creating significant impacts on society and creating a digital revolution which may turn out to be the 'new industrial revolution.' Every orga...
Frank J. Papotto, Ph.D.'s insight:

Dramatic vision of the future and one of many possible scenarios. Thought provoking and hopefully inspires  thoughtful action.

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Why Segmenting Organizational Development Doesn't Work | The Leadership Advisor

Why Segmenting Organizational Development Doesn't Work | The Leadership Advisor | Improving Organizational Effectiveness & Performance | Scoop.it

The creation of the assembly line began this process and there has been a perpetual focus of improving the assembly line since its inception. As the service sector gained traction, many of the ideas of segmenting work were dragged across the lines that separate these two sectors.  "If everything works on a small level, the larger whole of the collective parts must function equally well by default". While quite logical on a number of levels it doesn’t work this way in many areas, especially when Organizational Development is the focus.

 

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

This article offers four tips that help OD practictioners work across segments.

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25 Office Hacks You Need To Know

25 Office Hacks You Need To Know | Improving Organizational Effectiveness & Performance | Scoop.it
If you’re like me, you’re always on the search for the best way to simultaneously boost your productivity, stay organized, and expertly manage your time at work. Fortunately, there are a few
Frank J. Papotto, Ph.D.'s insight:

These 25 tidbits may not improve organizational effectiveness; but they may add a bit of fun to the workplace. 

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10 Reasons Your Top Talent Will Leave You

10 Reasons Your Top Talent Will Leave You | Improving Organizational Effectiveness & Performance | Scoop.it
Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures.
Frank J. Papotto, Ph.D.'s insight:

It worth thinking about Employee Engagement in the context of retaining top talent.  Everything that would be done to enhance the engagement of other employees can certainly be applied leaders, managers and other top talent. 

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Five Principles of Operational Excellence through Five Favourite Quotes – Business Operations Performance Management

Five Principles of Operational Excellence through Five Favourite Quotes – Business Operations Performance Management | Improving Organizational Effectiveness & Performance | Scoop.it
Very few people have the ability to capture their thoughts into a few words – words that leave a lasting impact, words that continue to inspire over decades or centuries and words that speak to you...
Frank J. Papotto, Ph.D.'s insight:

I appreciate the directness of this.  And that it is compatiable with my approach to improving organizational effectiveness:  Adapt, Engage, Align, & Execute

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Cross-Level Alignment

Cross-Level Alignment | Improving Organizational Effectiveness & Performance | Scoop.it
Alignment across different functions, teams, departments, and locations (i.e., cross-functional alignment) definitely contributes to organizational effectiveness, but what about alignment across different levels?
Frank J. Papotto, Ph.D.'s insight:

Aligning horizontally and vertically through the organization are both critical, but are not really different things; there is always an implicit vertical and horizontal aspect when aligning strategies, goals, or other activities.  More important than the directionality of alignment is the amount or degree.  Not enough and there is unfocused, misdirected effort; too much and there is insufficent flexibility and agility that slows innovation and response to change. 

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Beyond Big Data: How HR Data Impacts Organizational Effectiveness

Beyond Big Data: How HR Data Impacts Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

The use of HR data to support business objectives is not a new idea, but it has come of age; big data tools can now be applied to leverage HR information in strategically and operationally valuable ways. 


Via MindShare HR
Frank J. Papotto, Ph.D.'s insight:

This is a great starting point for discussing the connection between HR and organizational effectiveness.  A more complete explanation requires a better understanding of the sources of organizational effectiveness such as the Empowering Effectiveness  Model which includes: 1) Broad Organization Alignment, 2) Employee/Stakeholder Engagement, 3) Organizational Agility/Adaptation and 4) Superb Execution.  Identifying key HR metrics  in these four areas will enable the enterprise  (and HR managers) to build an organizational effectiveness  dashboard that can be used to drive business results.

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Bringing the voice of the customer into the factory | McKinsey & Company

Bringing the voice of the customer into the factory | McKinsey & Company | Improving Organizational Effectiveness & Performance | Scoop.it
Consumer-facing companies typically know more about their end customers than contract manufacturers do. Passing that knowledge along is good for everyone.
A McKinsey Quarterly article.
Frank J. Papotto, Ph.D.'s insight:

Passing along what you know about customers to your outsourcing partners makes sense, but does bring into question the wisdom of outsourcing  what may  be a key strength of the enterprise...

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5 Areas to Motivate Employees to Grow

5 Areas to Motivate Employees to Grow | Improving Organizational Effectiveness & Performance | Scoop.it

Thriving organizations don’t rely solely on adaptive and agile manager leaders. They also need employees who also are willing to adapt with increasing fluidity to 21st century business demands.


Via John Michel, Bobby Dillard, Jean-Philippe D'HALLUIN, WorldsView Academy
Frank J. Papotto, Ph.D.'s insight:

Good points about what managers ought to be encouraging in employee behavior.  It is helpful to understand behavioral priorities in terms of organizational effectiveness.  As suggested flexibilty is critical for coping with change; but robust engagement means more dedicated effort, broad alignment means more focused effort,  and superb execution  means getting excellent results from efforts. These are the other priorities leaders and managers ought to support in their employees.

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John Michel's curator insight, December 1, 2013 3:16 AM

Thriving organizations don’t rely solely on adaptive and agile manager leaders. They also need employees who also are willing to adapt with increasing fluidity to 21st century business demands.

donhornsby's curator insight, December 2, 2013 3:48 AM

(From the article): The workplace and job market is already fiercely competitive. It will only intensify as employers continue to be ultra-selective in their hiring decisions. The five areas featured are marks of an employee willing to do good work, own their development and mistakes. Furthermore, the goodwill developed from demonstrating skills in any of the five ares will reverberate beyond the current employer.

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The Most Successful Leaders Do 15 Things Automatically, Every Day

Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question.
Frank J. Papotto, Ph.D.'s insight:

Glenn is pointing out here that leaders must be good managers too. He does not emphasize their understanding and attention to the business context, a clear vision and implementation of strategy that set leaders apart from managers. 

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Why We No Longer Need HR Departments

Why We No Longer Need HR Departments | Improving Organizational Effectiveness & Performance | Scoop.it
The time has come for HR (Human Resources) departments to call it a day. HR departments often portray themselves as a valued business partner for management and staff alike. However, how can anyone

Via Vimal Rai
Frank J. Papotto, Ph.D.'s insight:

I don't think so. The suggestion in the article is to outsource the non-value adding parts of HR. So they are needed, but they cost money.  An alternative is to "fix" HR (if it is broken); how can it be changed to add more value? We have already seen that focusing on "Talent" helps make it more strategic and business focused. Ultimately organizations can't do without people, so HR most probably should focus on becoming a Center of Excellence, supporting every other part of enterprise in achieving their aims. 

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Vimal Rai's curator insight, November 18, 2013 6:51 AM

An idea worth thinking about. The question is will it change incumbent habits and behaviour? Or is more - much more - needed?

Ivon Prefontaine's curator insight, November 18, 2013 9:58 AM

"The time has come for HR (Human Resources) departments to call it a day. HR departments often portray themselves as a valued business partner for management and staff alike. However, how can anyone take a department seriously that refers to people as ‘resources’?"

 

I agree with the premise that we cannot think of humans as resources, assets, and any other kind of monetized language. What it means going forward may or may not mean that we do away with a department that functions to serve humans needs.

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Six Drucker Questions that Simplify a Complex Age

Six Drucker Questions that Simplify a Complex Age | Improving Organizational Effectiveness & Performance | Scoop.it
They'll help you challenge assumptions and reframe problems.
Frank J. Papotto, Ph.D.'s insight:

This blog divides quesitons into 3 groups: Those for the enterprise, those for management, and those for individuals;  thinking in these terms is very helpful even if you don't find the questions themselves compelling. 

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The Not-So-Surprising Lessons from Top-Down Employee Engagement

The Not-So-Surprising Lessons from Top-Down Employee Engagement | Improving Organizational Effectiveness & Performance | Scoop.it
Most of us understand the benefits of sincere employee … (RT @tedcoine: #Leadership for #engagement starts at the very, very top.
Frank J. Papotto, Ph.D.'s insight:

Not so sure I completely agree that Engagement is completely top down, but this is a good story of how senior leadership can lead by example.  But ultmately all managers have a critical role in building and maintaining engagement. 

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The 4 Faces of Big Data Challenges You just Can't Ignore

The 4 Faces of Big Data Challenges You just Can't Ignore | Improving Organizational Effectiveness & Performance | Scoop.it
This Blog takes on a slightly different approach towards big data, talking about the 4 different perspectives that Big Data needs to be looked at for a clearer Picture on How exactly it needs to be Tackled & utilized efficiently.
Frank J. Papotto, Ph.D.'s insight:

Big data can be an important part of organizational improvement. These four recommendations are a good start to incorporating it into  such efforts. 

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Creativity and Innovation: Your Keys to a Successful Organization

Creativity and Innovation: Your Keys to a Successful Organization | Improving Organizational Effectiveness & Performance | Scoop.it
Creativity and Innovation: Your Keys to a Successful Organization - The Huffington Post

Via Bobby Dillard, Ivon Prefontaine
Frank J. Papotto, Ph.D.'s insight:

Certainly adapting to circumstances and proactively addressing antiipated challenges are critical for success, but not the only ones.  Aligning with goals that focus and energize people, respecting, developing and involving people to fully engage them in organizational  activities, and insuring that processes and operations are  well executed must play roles in organizational success as well. 

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Ivon Prefontaine's curator insight, October 24, 2013 10:26 AM

Whitehead proposed all we need to understand for creativity is already in nature.

John Michel's curator insight, October 24, 2013 12:44 PM

The more creative and innovative you and your team members are, the more long-term success you'll achieve. So rather than constantly chase "the next big idea" in your industry, bring creativity and innovation to what you're currently doing. When you do, you'll be regarded as an industry innovator--the one your competitors are trying to copy.

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Three Things that Actually Motivate Employees

Three Things that Actually Motivate Employees | Improving Organizational Effectiveness & Performance | Scoop.it
Mastery, membership, and meaning are all more important than money.
Frank J. Papotto, Ph.D.'s insight:

The basic point here is that these internal motives are better because they provide  employees with a sense of competence and control.
They are much more likely to own and take responsibility for their behavior and become engaged employees rather than convince themselves they are "doing it for the money" 

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The colors of change

The colors of change | Improving Organizational Effectiveness & Performance | Scoop.it
"All blue people are assholes", Professor Peter De Prins started, "blue people want change with targets. It needs to be measured or otherwise you cannot get them on board". After we just filled in ...
Frank J. Papotto, Ph.D.'s insight:

This is helpful because it encourages us to think about a variety of ways in which people respond to significant changes.  

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