While talking about Goldman Sach’s organizational effectiveness, there are numerous models that this company deals with. Since they have been around for over one hundred years, GS have figure out what has worked best for them. No matter what model they have applied in the work force, there mission has always been to produce increased opportunities for developing its present and future leaders.
Professional Development is a filed in which Goldman Sachs really shines when it comes to organizational effectiveness. One example is by a program called Leadership Acceleration Initiative (1). Goldman Sachs will use more of a micro-level stretch goal initiative idea. The goal of this program is to have the participants work closely with their managers to complete personal action plans. A major plus about this program is that it determines the participants development needs.
Goldman Sachs training programs brought about rigid workers. Most young college graduates working their way up devoted to the good of the company. Even their own Greg Smith who was a veteran of the company for about 12 years started this way. Sadly, he recently wrote an article in the NY Times stating why it was time for him to leave (2). Goldman Sachs used to do a tremendous job at leadership and to have a vivid culture throughout the company. He feels like these were two key points on his departure. Leadership and culture are two strong models of organizational effectiveness that has helped build Goldman Sachs to what it is today. Greg Smith has noticed the decline and hopefully so will the company, before investors do as well.
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