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Organizational Development Tagged Articles
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A SYMPHONIC MASTERPIECE:
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| Learn to profit from the synchronicity of brand harmony
and rhythm within your organization.
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IT’S 2010 – Do You Know Where Your Brand Is Going?
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| 5 Strategies to Prepare Your Brand for Sustainable Elevation
By Suzanne Tulien, Principal & Co-Founder
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Visionary, Salesman and Pragmatist Model of Business Success
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| Josh Kaufman has posted an article, Are You an Implementor or an Enabler? where he posits that businesses revolve around two complementary skill sets. Here I offer an alternative, hopefully more complete model of what roles are necessary for business success. |
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Organizational Development
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| Companies who take advantage of organizational development understand that they are working not for the present moment, but that over a period of time. By combining one or more employees within a group and having them work on the outcome of a specific area, they can better the company and learn how to withstand time and change within the industry. |
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Performance Consulting
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| Performance consulting is consulting with a direct impact. It is consulting that is typically divided into three sub-specialties including organizational development specialists, professional development specialists and personal coaches. |
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Maximize Performance through Understanding
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| The most effective leaders seem to have both a unique ability to pick the right people for their team and they are superior in reading and understanding people. Getting to know and understand people really doesn’t take an enormous amount of time or effort for effective leaders. I often perform business assessments and one of the most effective tools in determining the challenges facing the business is simply meeting with individual employees for an hour and listening to them. I mean really listening. It is amazing what employees will tell you by asking a few precise questions and having the discipline to then shut up and listen. |
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Develop Leaders with Succession Planning
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| Developing leaders is a top organizational development priority for every company. Effectively managing knowledge capital is especially important in highly competitive industries. Understanding and deploying a succession management strategy is an excellent way to manage your department, groom future leaders, and mitigate risk. Use Demand Metric’s downloadable Succession Management Matrix tool to identify and develop the future leaders of your organization. |
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Cultural Intelligence - Or The Art Of Avoiding “FARTFULLNESS”
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| We all know that intelligence is a good thing; however, it seems that new “flavors” of intelligence pop-up with annoying regularity. A few years ago it was emotional intelligence – this was cited as a “must have” for successful organizational players. Then we had social intelligence as the key skill. Now cultural intelligence is the hot topic! |
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Book Review: The Yes Factor - Secrets of Persuasive Communication
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| Why do so many authors purport to reveal secretes of various kinds in their new books? I think if I had secrets-perhaps the secrets to a better body or longer life, greater happiness, or more persuasive communication-I would not waste my time and go straight for the Nobel Prize. At the very least I would try to make a killing by patenting the idea! |
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7 Tips for a Positive 360 Feedback Experience
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| Many organizations conduct 360 assessments with their employees, but how the process is handled can determine whether employees see the exercise as a gift for their personal development or a huge waste of time. The value of the 360 feedback process is that it involves employees in their own development planning. Often times our main source of on-the-job feedback comes from our direct supervisor. Because 360 degree feedback collects information from not only supervisors, but direct reports, peers and cross-functional partners, it can provide a clearer picture of the opportunities employees have to improve professionally. |
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Today's Employees Hold Leaders More Accountable
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| Times have changed, leadership has evolved. The days of the "Lone Wolf" leader at the top who dominates with power are gone. Successful privately held organizations have gone through the leadership evolutionary process. They understand that today's leader must create change in the organization to meet the needs of their customers, to meet the needs of their vendors and most importantly to meet the needs of their employees. Today employees hold leaders more accountable for their actions. They ask tough questions; sometimes very quietly, sometimes boldly. They want to know where you are leading them. Do you have a vision? Can they trust you? Do you respect and trust them? Will you empower them?
As a leader in your organization you are held accountable by a variety of people on a regular basis. |
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Manage your Assets but Lead your People
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| I have had suggestions made to me by owners, presidents and CEOs that would baffle the mind of most professionals that have integrity. For example, I once was asked to fire an individual because his wife's illness had caused the company to reach their catastrophic cap in their insurance program. This same owner would intentionally run mail that contained checks to his vendors through the meter at two cents so they would arrive with postage due. He thought this was a great cost savings idea until the government sent him a cease and desist letter. |
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The French Open and Customer Service Training
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| Did you know that the word discussion comes from the Latin root “dis,” which means “apart,” and “quatere,” which means “to shake,” so the word discussion literally means: “to shake apart.” This, of course, is what we do to each other when we are having heated discussions!
The word dialog, on the other hand, comes from the Greek root “dia,” which means “across,” and “legein,” which means to “speak” – literally “to speak across” (i.e. – to engage someone in a conversation by reaching across to them).
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Organizations and Dunbar’s Number: Two is Company, 151 is a Crowd!
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| How many people do you know? By that I mean how many people do you recognize by sight, know their name, and a little about their background? 40? 60 ? 100? 150? How many people do you think you can possibly know before you start forgetting names and faces? (If you are like me you will probably recognize more faces than remember the names)
These are interesting questions, and the answers have important implications for how we organize ourselves in groups, teams, and society in general. Robin Dunbar, a British anthropologist was one of the first researchers to look into this phenomenon and he theorized in an article in 1992 that the average person could meaningfully interact with about 150 others. More than 150, Dunbar said, and we are not be able to remember who is who!
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Would you get A Tattoo of the General Motors’ Logo?
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| When was the last time you were really excited about the customer service you received? A recent survey showed that 44% of people rate the customer service they usually receive as dull and bland.
Most customer service experiences are, well ok, and we unusually come away somewhat satisfied from the experience. This is all well and good, but most of your competitors are already doing this. To stand out from the competition you need to demonstrate customer service on a dramatically different level: service that is anything but bland and dull! Think Disney, Harley Davidson, or Apple.
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America’s Got Talent?
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| If you have been watching NBC on Monday nights recently you may have seen the show “America’s Got Talent”. It doesn’t specify what kind of talent America’s got – just that we have it. Tonight we had examples of talent from midget break dancers, a Frank Sinatra wanna-be, and a group of eleven year old dancing girls. I guess they define “talent” quite loosely on this show.
Which brings me to the following question: just how do you define talent? Personally, I have been known to strum the banjo, but does that kind of talent prepare anyone to ascend the management ladder in today’s corporate America? I think not.
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The Case for Bringing Outside Planning Consultants In
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| Internal strategic planners clearly have their place in the corporate planning process. The deep insight and internal understanding of the inside strategists are hard to replace. Yet, with inside knowledge comes the side effects of political swaying, less objectivity, and “planning as usual.” Many of today’s successful organizations effectively combine an internal view with an external view to bring about a holistic approach to planning. |
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3 Reasons Change Fails: Tea Party Politics for Business
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| The Tea Party movement has rallied around a sweeping call for change in Washington. But more often than not, dramatic changes fail to transform large organizations. Why? Because different people see the world differently-and fail to take into account these three crucial factors. |
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Leadership Tips to Create Greater Accountability in Your Organization
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| Accountability becomes mission-critical in challenging times. We need everyone in our organization to take ownership of results and make things happen. Creating an environment of accountability rests with management. Based on our 22 years of experience in organizational development and leadership training, we have discovered that managers systematically remove accountability. As a result the manager themselves ends up shouldering all the responsibility and stress. Here are some practical ideas to create greater accountability in your organization. |
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Leadership Challenges: Sales vs Substance
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| When employers rely upon the right people doing the right things, both sales and substance are required from company leaders. The "salesmanship," however, can overshadow the "substance," backfiring against the employer. The appropriate mix is affected by labor intensity and employer brand. |
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Start them Young to Help them Succeed in the Workplace
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| Work ethic and leadership skills are best cultivated in early childhood, reinforced through life's experiences and detectable through carefully crafted assessment center exercises. Those too coddled and those without proper role models are likely to suffer adverse impact to workplace success. This article provides analysis and blueprint to both grooming and recognizing future career achievers. |
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WHY CHANGE DOESN'T HAPPEN
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| While so many people seek to become more effective, more successful and more fulfilled, so few actually take the steps to implement the necessary change? Why? In this article Jonathan Payne explores on of the primary reasons for change not happening. |
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CHARTING YOUR COURSE!!
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| Are you feeling lost these days? Were you ever a Brownie or Girl Guide? I recall that one of the badges I got was for camping - and learning your way around the woods. We learned to use a compass. |
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What are the 3 biggest challenges faced by supply chain/purchasing professionals today? (Survey Result 12)
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| There are many factors both internally as well as externally that are affecting supply chain/ procurement practices today. From the growing talent vacuum to the continuing lack of collaboration between Finance, IT and Purchasing relative to corporate initiatives.
What in your own experiences and opionions are the top 3 issues that procurement professionals face? |
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Organizational Development: Examining Business Wellness Ahead of Problems Occurring
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| Businesses, like other living organisms, can get sick. The afflictions come in a variety of forms, affecting culture, core values, productivity, profitability and sometimes business viability. Sometimes the ailment is more or less the equivalent of having a cold, and sometimes it is much more dangerous and threatening. The symptoms that you notice may not get you too worried, but those you are not aware of should. |
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Breaking Out Of The Box
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| Human behavior and organizational behavior have at least two major points in common. Both gravitate towards traveling in the same well-worn paths, favoring the feeling of safety that repetition brings over the feelings of anxiety and fear that often accompany change. A second point of commonality is that both humans and organizations can be steered in the wrong direction by subscribing too heavily into “groupthink” (described by psychologist Irving Janis as, “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.”). Both behaviors can lead to flawed logic and / or incorrect underlying assumptions becoming institutionalized into our way of thinking. |
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Would Your Strategic Planning Process Survive Reality TV?
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| If your strategic planning process was put in front of a panel of experts, would it be ridiculed and sent home, or would it be given a ticket straight to Hollywood? If it’s like the more than 85% of strategic plans that fail to deliver the intended results, its chances are not great. It takes a very good process to result in a strategic plan that is realistic and can be executed. Too many plans end up full of content that is cerebral and fluff, adding little or no value to the organization. So before you send it into the limelight, ask yourself these questions to objectively evaluate your planning process and identify potential issues and risks that may exist in your organization's current planning world. Considering these questions now can avoid potentially devastating results later. |
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Success Demands You Must Go Where You’ve Never Gone Before by Doing What You’ve Never Done Before
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| Do you want success? What does that mean for you? |
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Writing Job Descriptions for Legal Compliance and Organizational Development Results
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| A well-crafted job description continues to boost productivity and cost-efficiency. Now, more than ever, this instrument is essential to legal compliance and risk management, especially associated with ADA, FLSA and EEOC initiatives. |
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The Role of Organizational Design in 21st Century Organizations.
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| The world is pressed on all sides by a diminishing full-time workforce, differing cultural, generational, political, and religious views and the organization of the 21st century must be more agile than its 19th and 20th century ancestors. The role of organizational design is imperative to how the organization deals with challenges it now faces. Today’s organizational design will require an ability to share ideas, knowledge, resources and skills across organizational, generational and cultural boundaries within and outside of the organizational system for the purpose of achieving desired goals. This article addresses the role of organizational design in 21st century organization. |
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Behavioral Attributes of leaders and followers within an Open Organization Structure.
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| Organizational design and its effects on employee behavior has become an important focus of the modern organization and its leaders. No longer can employers rely on the traditional models of design structure, function and employee interaction. The current business climate almost instinctively requires organizations and its members to become more agile in their response to the ever changing economic conditions. Organizations must learn to develop processes to share knowledge and resources across boundaries to achieve stated goals. The purpose of this article is to introduce the emerging concept of the Open Organization structure and the behavioral attributes of the leaders and followers within its system. |
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Empowering Managers to Implement Workplace Flexibility
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| During the past decade, a significant portion of work-life research has been dedicated to identifying and measuring the bottom-line benefits of workplace flexibility on an organization and its employees. Unfortunately, there has been little attention paid to the challenges managers face when working to integrate flexibility into their work groups. This article outlines the importance of equipping managers with the tools and training needed to successfully prepare for the mobile workforce and provides examples and resources your organization can begin using today. |
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Other Organizational Development Related Articles
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People Concern Developing a HR Competitive Advantage
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| Do we really walk the talk when we constantly emphasize the importance of human resources quality to the enhancement of organizational performance and the development of a competitive advantage based on People concern? |
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The Importance of Time Management and use of an Effective Diary
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| The development and running of a successful business often comes down to being in control and across all issues pertaining to the day to day operation. The need for very sound organizational and time management practices and techniques is paramount to success. |
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Effective Personal Leadership
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| When we combine personal competency in all areas of leadership skills with an organizational culture which supports people, their development, and their success, we end up with exceptional leadership which, in turn, inspires the best effort in others. |
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Performance Consulting
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| Performance consulting is consulting with a direct impact. It is consulting that is typically divided into three sub-specialties including organizational development specialists, professional development specialists and personal coaches. |
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Relationships: The Key to Organizational Success
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| Every company has an organizational structure which determines the duties and obligations of each employee. Each employee, from executive to manager to the employee, plays an important role in the productivity and success of the organization. In many cases channeled down organizational decisions can have a negative influence on the relationship between the supervisor and the employee which results in losses in organizational productivity and profits. Organizational relationships between supervisors and employees are the key to the success of any organization. |
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Organization Development Techniques
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| OD is short for Organization Development. This is not a new term. Behavioral scientists have been writing about Organization Development for over 30 years. The science has evolved into many different approaches all aimed at the same objective: to enable massive improvements in organizational performance through specific and planned interventions.
I have been involved with dozens of OD efforts over the past decades. Some of these have resulted in the desired improvement. Some have not. Let’s review four major types of OD interventions (there are others, but they are usually variations or combinations of these four):
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Employee Recognition Programs
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| When developing employee recognition programs, employer will benefit from a transformation process that takes into consideration organizational demographics and the continuous changing organizational needs. |
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The Foundations of a Strategic Competency System for Leadership Development
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| Nurturing competency in leadership becomes “strategic” when organizational objectives match the competency development required to achieve them, and, the efforts are coordinated with human resources. |
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Corporate Strategy and the Elephant in the Room
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| Recession weary executives have a new challenge to face. Times have changed and businesses must re-evaluate their pre-recession strategies. The elephant in the room is in full view, but organizational leaders do not like to talk about it or even think about it. Yes, the elephant in the room, that no one likes to address, is outdated strategy and the need for new and improved strategic thinking. Making change to the way we have operated in the past in difficult. A starting point for change is to correct the self-inflicted organizational dysfunction that occurs during strategy development. |
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The Role of Organizational Design in 21st Century Organizations.
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| The world is pressed on all sides by a diminishing full-time workforce, differing cultural, generational, political, and religious views and the organization of the 21st century must be more agile than its 19th and 20th century ancestors. The role of organizational design is imperative to how the organization deals with challenges it now faces. Today’s organizational design will require an ability to share ideas, knowledge, resources and skills across organizational, generational and cultural boundaries within and outside of the organizational system for the purpose of achieving desired goals. This article addresses the role of organizational design in 21st century organization. |
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