ARTICLE TOPIC: MANAGEMENT OF EXCELLENCE IN ORGANISATIONS
The continuity and growth of any organisation is largely dependent on how its affairs are managed and controlled. Good and effective management is the totality of all the factors that are put in place to achieve excellence and a slight shift from this could be detrimental to organisations. These factors include efficiency which is derivable through the proper harnessing of time, cost and effort, which in turn results in the proper delivery of tasks, leadership which incorporates the ability to guide, motivate, direct, influence and harness employee skills, competence and ideas towards innovative growth of an organisation. This article focuses on these factors and also examines steps that could be taken to incorporate employee ideas and innovations into an organisation. BACKGROUND
Over the years, the attainment of goals in various organisations all over the world has been largely attributed to the effort of the management at providing leadership and proper organisational mix. Also, the need to work efficiently has been on the increase. Given that efficiency is essential for organisational success, the varied components which includes time, effort and cost are often treated in isolation, more often than not; two of the factors are used. EFFICIENCY
Efficiency as expressed by Peter Drucker is doing things right. An x-ray of the definition indicates that efficiency is derivable through the proper harnessing of time, cost and effort, which in turn results in the proper delivery of tasks. In terms of time, it covers the duration required or given to turn around tasks while the cost angle view efficiency as generating maximum return per cost incurred. The effort factor focuses on the energy dissipated on a task. For instance, to improve work efficiency, steps such as writing daily schedule, filtering e-mails, ignoring sites with jokes, sport news and blogs, limiting the duration of personal phone calls while at work, always keeping a bottle of water on the desk so employees do not have to stand always, use of ear phones to prevent background noise among others can be taken. One can then imagine the number of steps per efficiency desired that will be established within an organisation. Efficiency steps will be required during meetings, brainstorming and strategy sessions, breaks, resumption, client meetings among others and steps will have to be designed to address these within all organisations. It can be summarised that efficiency desired requires different steps. However, there are various identical drivers of efficiency. The question which arises is “what drives efficiency?” Cutting across various activities and profession, different drivers of efficiency can be identified. These includes the availability and engagement of new technological equipment and processes in manufacturing and service delivery, adequate remuneration for all levels of workers, internal appraisal techniques, risk mitigation and management, incentives for down time reduction, reward of human effort aimed towards reducing turn-around time, cost cutting techniques which increase or maintain current output both for manufacturing and service delivery organisations. Basically, an idea is efficiency driven if it answers question which includes "Can I eliminate? Can I combine? Can I change the sequence? Can I simplify?" The combination of these various efficiency drivers have come to be the basis for the types of relationship, environment and activities carried out in an organisation. This is termed organisational culture.
Deal and Kennedy (1982) defined organizational culture as a set of values, beliefs, and behaviour patterns that form the core identity of organizations, and help shaping the employees’ behaviour. It is also said to be a pattern of beliefs, symbols, ritual, myths, and practices that evolved over time in an organization (Pheysey, 1993). Simply...
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