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Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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Organizational Effectiveness Courses- Just What You Will Need To Understand | Simple Informational Blog

Organizational effectiveness courses are usually courses developed for organizations and folks that train on how to attain the set out objectives in an organization. These courses vary depending on the individual or organization's needs.
Frank J. Papotto, Ph.D.'s insight:

This is certainly helpful as far as it goes, but it doesn't go far enough. Improving Organizational Effectiveness takes effort and commitment, choosing the right course is helpful, but the initiative has to be enterprise-wide, making systematic and cultural changes for it to be enduring. Organizational Effectiveness has four component: Sustainable Adaptation, Broad Alignment, Robust Engagement and Excellent Execution; all these areas need to be systematically addressed to make improvement efforts successful.

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The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance

The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance | Improving Organizational Effectiveness & Performance | Scoop.it
The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Go http://t.co/ncTbAtPjLN
Frank J. Papotto, Ph.D.'s insight:

This model for effectiveness is has some strong corollaries to the Empowering Effectiveness approach to Organizational Effectiveness (Adapt, Align, Engage, & Execute).  If we allow that responsible Financial Management is a component of Excellent Excecution and that IT governance is connected to Sustainable Adaptation of the Enterprise, we can argue that at least three of the four pillars of Organizational Effectiveness are captured by this approach. A closer reading might reveal even more similarities.  This would then suggest some mutual validation of the keys to effectiveness arrived at through quite different paths. 

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Philanthropists of the World: You’re Doing It Wrong!

Philanthropists of the World: You’re Doing It Wrong! | Improving Organizational Effectiveness & Performance | Scoop.it
A new book takes issue with those who give for the wrong reasons. Does it really matter why we give, as long as we give? Here are three ways to fix charity.
Frank J. Papotto, Ph.D.'s insight:

As an evangelist for Purposeful Leadership, I could not help but be attracted to the notion of Purposeful Giving. Both seem to me to advocate for less self-interest and more interest in the effectiveness of the enterprise. 

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Practice and the Development of Expertise (Part 3)

Practice and the Development of Expertise (Part 3) | Improving Organizational Effectiveness & Performance | Scoop.it
This is a variation of an article I prepared for CSTD and HRVoice, summarizing research on practice and expertise.  Part 1 introduced the signature skills demonstrated by experts that separate them...

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

Deliberate Practice could only be helpful in developing expertise. It makes sense if you think about it; every expert I know has put in thousands of hours learning their craft. The ten-thousand hour rule indicates that it takes that much time to develop expert level proficiency; that's lots of deliberate practice. 

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Leadership Development in the Age of the Algorithm

Leadership Development in the Age of the Algorithm | Improving Organizational Effectiveness & Performance | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management. (RT @sonjabl: Successful leaders do not all come from the same mold.
Frank J. Papotto, Ph.D.'s insight:

This article focused strongly on how leaders can be helped through the customization of Leadership Development content enabled through technology. It took a rather Leader-centric point of view and perhaps overlooked the other stakeholders in the leadership development process. 

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Will Your Leadership Improvements Stick?

Will Your Leadership Improvements Stick? | Improving Organizational Effectiveness & Performance | Scoop.it

This article points out that leadership is fundamentally about making changes, improvements or innovations and suggests that the best way for leaders to be effective is the use of a disciplined and focused approach to the changes they are making. Ulrich and Smallwood provide an interactive tool that assesses how leaders manage change.

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

In working on leadership issues, I have essentially come to the same conclusion as the authors.  The approach I have developed provides a powerful and practical framework for leadership that simplifies the task of identifying the competencies needed to make and sustain the changes that leaders make. It focuses on a "purposeful" approach to leading. ( For an overview of the approach go to: http://www.slideshare.net/FJPapotto/purposeful-leadership

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WHY MANAGEMENT TRAINING RARELY WORKS

WHY MANAGEMENT TRAINING RARELY WORKS | Improving Organizational Effectiveness & Performance | Scoop.it
It’s what you learn after you know it all that really counts. I have long been of the opinion that most formal corporate management training sessions actually deliver very little real benefit to th...
Frank J. Papotto, Ph.D.'s insight:

This helps make clear what does and doesn't work in management training. It reflects the ideas that have been outlined in Designing Purposeful Leadership Development; for an overview see:  http://www.slideshare.net/slideshow/embed_code/23163712.

 

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Four Pillars Of Leadership: Focusing on Greater Organizational Effectiveness

Four Pillars Of Leadership: Focusing on Greater Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
Listening to CEOs and other senior leaders talk about building businesses is always a privilege.
Frank J. Papotto, Ph.D.'s insight:

I don't find it that surprising the leaders described in this article converged on what I would call the four components of organizational effectiveness: Adaptation, Engagement, Alignment and Execution.  Good leaders understand that they and their enterprise must be proactive and adaptive, engage their workforce and other stakeholders, clarify and focus organization activity, and insure excellent execution. 

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Ivon Prefontaine's curator insight, August 21, 2013 11:29 AM

Not everything should be considered strategic.

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Leadership Development is Shortsighted

Leadership Development is Shortsighted | Improving Organizational Effectiveness & Performance | Scoop.it
Frontline leaders aren’t meeting new job challenges and their organizations aren’t preparing them to succeed according to a new global survey of nearly 300 human resource executives.
Frank J. Papotto, Ph.D.'s insight:

Although this is clearly about promoting the value of coaching, it makes a good point about the need for a longer-term, multi-event approach to management and leadership development. Additionally, building a large bench early provides flexibility down the line when unanticipated challenges may arise. 

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5 Transitions Great Leaders Make That Average Leaders Don't

5 Transitions Great Leaders Make That Average Leaders Don't | Improving Organizational Effectiveness & Performance | Scoop.it
The secret to leadership is there aren’t any real secrets. The best leaders have simply gone to school on improving their tradecraft.
Frank J. Papotto, Ph.D.'s insight:

The Purposeful Leadership model that I use takes a somewhat different perspective, but this advice is certainly consistent with it. Purpose provides an organizing principle for leadership activity and ought to be tied to organizational effectiveness. 

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Sustaining businesses successfully through Employee Engagement | Adrian Swinscoe

Sustaining businesses successfully through Employee Engagement | Adrian Swinscoe | Improving Organizational Effectiveness & Performance | Scoop.it
Sustaining businesses successfully through Employee Engagement. Some insights from Headrush India, an experiential learning company.

Via Fred Zimny
Frank J. Papotto, Ph.D.'s insight:

Sustainable business success does indeed depend on employee engagement. But also on what employees are asked to engage in. Strategic alignment gives direction to employee activity; organizational agility and adaptability insure that that direction can be altered as necessary; and processes, resources,and  tools that support operational excellence provide the foundation for employee to execute work. Employee engagement is just one of the keys to organizational effectiveness and works synergistically with alignment, adaptation and strong execution to create sustainable enterprises. 

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5 Reasons Leaders Become Followers

5 Reasons Leaders Become Followers | Improving Organizational Effectiveness & Performance | Scoop.it
It?s hard to distinguish the leaders from the followers these days.  So many leaders are playing it safe, holding themselves, their teams and their organizations back because they choose to follow instead of lead.   Leadership is about taking...

Via The People Development Network
Frank J. Papotto, Ph.D.'s insight:

It is okay for leaders to sometimes follow, but they must do this in service of  their goals and purposes. If they are following because they don't have a clear understanding of where to go, then they have abdicated their leadership role.

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Russ Bergeman's curator insight, June 13, 2013 10:17 AM

Are you leading or following? The name plate on your door, label on your parking place, and title in the footer of your emails are meaningless unless you are being intentional and action focused in your organizational role.

 

This article has some good insight into some traps that people in positions of leadership fall into, which causes them to become followers.

 

One of the signs the author identifies as an indicator of a leader becoming a follower is when they begin to “deflect accountability”. This becomes evident in all aspects of how a leader communicates – from emails, to formal correspondence, and especially in verbal word choice and tone. When a leader, or anyone for that matter, begins to sound like a victim it is a slippery slope that leads to becoming a follower. When a leader takes on a victim mentality, in the form of passive aggressiveness or simply blaming things that are “out of their control”, can be extremely detrimental to an organization.

 

In my work with teams and individuals within organizations of all sizes I find that accountability is one of the key factors of success. When leaders model accountability, and team members are provided the tools to encourage individual and group accountability, teams succeed! But this is only possible when teams are built on a solid foundation that encourages cohesion through trust and communication.

http://www.theemployersedge.com

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It's Not Just Nice to Share, It's the Future

With collaborative consumption — the growing new economy based on access instead of ownership —you don’t have to buy a bike, car, prom dress, DVD, or chainsaw. You rent it or swap for it.
Frank J. Papotto, Ph.D.'s insight:

Increasing collaboration inside organizations is certainly a route to greater organizational effectiveness; could it be the source of another business model as well?

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Ten Tips: How to be a Successful Leader

Ten Tips: How to be a Successful Leader | Improving Organizational Effectiveness & Performance | Scoop.it

Via Daniel Watson
Frank J. Papotto, Ph.D.'s insight:

These tips can be summed up by pointing out that great leaders realize that they must continually improve. Consequently, they must remain open to others and new perspectives while continuing to clearly convey in words and actions what they value and believe to be important for the future of their business. 

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taniaATenthuse.me's curator insight, July 23, 2013 11:38 AM

A great post summarising the most important characteristics that a leader should have. 

Leadership skills can be taught, however true leaders can only be few as it is indeed hard to strike a balance among all these traits.  

Sigrid de Kaste's curator insight, July 23, 2013 9:01 PM

Learning Leadership is an invaluable skill to have...

taniaATenthuse.me's comment, July 25, 2013 5:01 AM
That is so true Frank. True leaders are role models and should always seek improvements to benefit themselves as well as the people they lead.
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Employee engagement is not an employee's matter

Employee engagement is not an employee's matter | Improving Organizational Effectiveness & Performance | Scoop.it
More and more solutions propose to measure employee engagement. But should businesses identifiy disengaged employees or disengaging managers ?

Via Ron McIntyre
Frank J. Papotto, Ph.D.'s insight:

       Although the translation from French is a little rough, the article makes a good point. While employee's perceptions of their situation are valuable, they are not fundamentally the factor that most influences employee engagement.  

       The organization selects employees (although some company's allow some measure of self-selection), so candidates who  demonstrate  real positive regard for the company and the type of work they will do, ought to be hired. This "good fit" is a sound foundation for later engaging the employee.  

      Once selected, it is the work situation interpreted and shaped primarily by the manager and somewhat by co-workers that are critical in engaging employees. 

     In other words by putting employee in a situation that they value and where they can become valued contributors, positive employee perceptions are formed and make it very likely that they will become engaged.

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Graphene gets even cooler

Graphene gets even cooler | Improving Organizational Effectiveness & Performance | Scoop.it

For a two-dimensional material, graphene is certainly punching above its weight in terms of potential applications. lready set to enable faster, stronger and foldable electronic devices, researchers claim that the single layer lattice of carbon atoms can also help keep electronic components up to 25 percent cooler, giving it the potential to significantly extend the working life of computers and other electronic devices. SE


Via Joel Barker
Frank J. Papotto, Ph.D.'s insight:

As just one example of how quickly technology is racing forward and change is happening, Graphene,  provides a example of how organizations of all kind must be prepared for and quickly respond to a changing world. Adaptatation and Agility are key components of Effective Enterprises of the (near) future. 

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4 + 2: The Secret Code to Superior Business Performance

4 + 2: The Secret Code to Superior Business Performance | Improving Organizational Effectiveness & Performance | Scoop.it
If you’re rolling your eyes at yet another claim to a "secret code” or the “magic pill” to gain business success this post is for you. Business Performance
Frank J. Papotto, Ph.D.'s insight:

Far too many enterprises fail in their attempts to improve the performance of their businesses, and a key reason is their lack of clarity around where they should focus their efforts in order to succeed. Many organization leaders try a combination of things that they know and understand, and perhaps something they heard about from someone else, a “best practice”, and consequently they become frustrated at their lack of progress.

 

The research described here was conducted over ten years at Harvard and has identified the code that anyone can follow to achieve business success, and it then identifies the key elements that make up this code.

 

While helpful, it does strike me as somewhat academic, it would be helpful for them to suggest the overarching theme embodied here: that is to focus on those activities that will improve effectiveness (such as strategic alignment, workforce engagement, improving agility and adaptation, and excellent execution).

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Organizational Psychology – Personnel Selection « Organisation ...

Organizational Psychology – Personnel Selection « Organisation ... | Improving Organizational Effectiveness & Performance | Scoop.it
But by itself, this research does not ensure that selection delivers sustainable organizational effectiveness. In 1998 Schmidt and Hunter summarized the relationships between different selection predictors such as cognitive ...
Frank J. Papotto, Ph.D.'s insight:

Very true. Selection, Training and Development, Work Redesign, Performance Management and other tools and techniques should be used together to achieve the desired results.  

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Five Must-Dos to Improve Employee Engagement - Transform the Zombies into Humans

Five Must-Dos to Improve Employee Engagement - Transform the Zombies into Humans | Improving Organizational Effectiveness & Performance | Scoop.it

Via Daniel Watson
Frank J. Papotto, Ph.D.'s insight:

The link between engagement and outcomes is clearer than ever. The article also suggests the importance of managers in creating engagement. By far then the single most important thing a company can and should do is to make sure than their managers are skillful engagers. They can hire managers who can create engagement and/or train managers to engage their teams. Creating a culture that supports these practices is an important additional factor that will help insure long-term success. 

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Tiffany Crosby's curator insight, July 1, 2013 5:19 PM

Look at # 1 - hiring for attitude, sound familiar. It's nice to see more and more science that backs up what should be intuitive to us. Attitude matters.

Garth Sanginiti's curator insight, July 1, 2013 7:30 PM

"Concentrating on employee engagement can help companies withstand, and possibly even thrive, in tough economic times. Gallup researchers in 2012 studied the differences in performance between engaged and actively disengaged work units and found that those scoring in the top half on employee engagement nearly doubled their odds of success compared with those in the bottom half."

Gilvan Azevedo's curator insight, July 2, 2013 11:20 AM

Sem tesão, não há solução, dizia Roberto Freire. Mas "engajamento" é construído de fora para dentro???

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Five myths of organisational change - why ‘change management’ can stop you achieving organisational change -

Five myths of organisational change - why ‘change management’ can stop you achieving organisational change - | Improving Organizational Effectiveness & Performance | Scoop.it
by Sarah Lewis M.Sc. C.Psychol We are constantly told that, in today’s world, change is a permanent feature of organisational life. Given this is it surprising how many myths abound, and the extent...
Frank J. Papotto, Ph.D.'s insight:

I would put it like this: Change works better if it feels more bottom-up rather than top down. Similarly, people are more likely to support and carry out change if they are engaged with it from the start. This is why the large group approaches are effective: people see themselves as "in it" from the start.

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Michael Porter's Big Ideas

Michael Porter's Big Ideas | Improving Organizational Effectiveness & Performance | Scoop.it
The world's most famous businessschool professor is fed up with CEOs who claim that the world changes too fast for their companies to have a longterm...
Frank J. Papotto, Ph.D.'s insight:

The point is that while change happens faster, strategy should be designed to cope with change; strategy that doesn't understand and anticipate change is tactical, not strategic. Strategy must lay out how the company will adapt to changes in competition, technology, the economy, customers etc. It requires consideration of less likely (and even less plausible) opportunities and threats. This means that more effective organizations will be more adaptable and agile, not less in need of a strategy for aligning organizational activity. 

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Leadership Action Plan

Leadership Action Plan | Improving Organizational Effectiveness & Performance | Scoop.it
The journey towards effective leadership development begins with self awareness.
This week, I have had the opportunity of reading the submissions of a group of middle managers regarding their...
Frank J. Papotto, Ph.D.'s insight:

The general process suggested for producing a development action plan is sound; the critical step is identifying the best assessment(s) to use. These should reflect both individual and organizational needs and measure at a level that makes development needs obvious but not appear to be an insurmountable challenge.

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Employee engagement: Define your terms

Employee engagement: Define your terms | Improving Organizational Effectiveness & Performance | Scoop.it
Employee engagement is in decline according to a Gallup Inc. report that was released this month. That might be the case, but without a shared definition of employee engagement, we can’t agree on what can be done about it, if...

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

By whatever definition declining engagement is an issue because it is a key factor in individual and organizaitonal performance outcomes. But like all things in the real world priorities shift with changing circumstances. For example highly profitable/productive enterprises have options: they may favor investing in current employees or adding new ones--either one can generate greater output, but investing in the current workforce will most likely have a positive effect on engagement. 

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Thoughts on post merger integration | Allon Shevat

Thoughts on post merger integration | Allon Shevat | Improving Organizational Effectiveness & Performance | Scoop.it
Frank J. Papotto, Ph.D.'s insight:

Good insights: the resistance to change is always based to some degree on self-interest, so power politics emerge as a way to defend one's percieved interests. Effective transition managers understand this and work to build opportunities for collaborative efforts where mutual interests are addressed.

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Get Rid of the Performance Review!

Get Rid of the Performance Review! | Improving Organizational Effectiveness & Performance | Scoop.it
Performance reviews supposedly enlighten subordinates about what they should be doing better. But instead, they destroy morale, kill teamwork and hurt the bottom line.
Frank J. Papotto, Ph.D.'s insight:

This points out a simple idea: people respond much better to performance feedback that is intended to be helpful and informative rather than unsupportive and controling. Even negative and critical information can be delivered in a constructive way, but the performance review setting often is not conducive to such positive delivery. Fortunately many of us are aware of this and are working to improve the situation. 

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