Management of Complexities in the Organization...

Management of Complexities in the Organization All the organizations are usually complex in nature since they are to pursue complex goals and, as a consequence, are likely to face complex issues. It is the responsibility of the organizational management to navigate, manage, and solve the different kinds of complexity existing in the organization to ensure that the organization fulfills its objectives and delivers the intended results. The management is not to be daunted by the challenges and is to recognize that operational, outcome-based, and environmental challenges are inherent to the organization and cannot be avoided. In fact, the management is to be always ready to meet the challenge of managing the intrinsic complexities present in the organization. There are, however, other kinds of complexities that must also be managed. These are those complexities which are seemingly extrinsic to the organization. These are complexities which are needed to be navigated for the internal organizational governance and for the implementation of the organizational strategies and plans. The understanding of the impact of complexities on the organization can be a complex attempt unto itself since complexities by nature are normally complicated or intricate as to be hard to understand or deal with. However, it is easier to navigate a complexity. To better understand complexities and how to navigate them requires that the management makes them more understandable. It requires that the management is able to appreciate and explain their root causes, so that the organization can better recognizes and controls their emergence. It requires that the organization develops the right tools to manage them. Complexity management frameworks are useful for this purpose. Primary sources of complexities Normally organizations encounter three major categories of complexities. These complexities are based on human behaviour, system behaviour, and ambiguity. The complexities...

Building and Sustaining of the Corporate Image...

Building and Sustaining of the Corporate Image Every organization in the present day environment is understandably concerned with building and sustaining its corporate Image.  Most organizations strive towards a positive corporate image. This can be attained only by taking also into account such aspects as stakeholders’ perception and employees’ behaviour, and not just creating attractive buildings, uniforms, logos and slogans. These objects help only in establishing the first impression of the organization amongst the stakeholders. There is a strong positive correlation between how people perceive the organization and the pro-corporate supportive behaviour. Corporate image is perceived as the mental picture of the organization. It is the sum total of the perceived characteristics of the organization. Every organization has its corporate image whether the organization does anything about it or not. Corporate image is formed based on the stakeholders’ perceptions of specific actions of the organization as well as associated industry and national issues. The corporate image of the organization to a large extent influences the reactions of the stakeholders to the specific actions, services, and products of the organization. Corporate image is the net result of the interaction of all the experiences, beliefs, feelings, knowledge and impressions that people have about the organization. It literally means the level of reputation and an overall picture the organization has been able to create in the eyes of public, competition, end customers and other subjects involved. It is the sum of activities linked with the organizational culture, corporate identity and design, delivered by the communications from the organization. According to Philip Kotler, corporate image represents a set of opinions, thoughts and impressions, which one creates about a firm or a product. Attitudes and acts of humans have connection with image of the organization or the product. Corporate...

Organizational Excellence...

Organizational Excellence It is difficult to define the organizational excellence and even more difficult to achieve it. For achieving organizational excellence there has to be a paradigm shift in the thinking of the organizational leadership and its stakeholders. Organizational excellence helps an organization to excel in all its sphere of activities. It makes the organization to achieve and sustain outstanding levels of performance which meets or exceeds the expectations of all the stakeholders. An organization to achieve sustainable organizational excellence needs support of the eight key organizational pillars as shown in Fig 1. Fig 1 Eight key organizational pillars These pillars provide the foundation for achieving the excellence as well as a common language for the top management. The organization is to bring permanent change in its values and operations by focusing on managing of these eight pillars. These pillars describe the attributes of the culture needed in the organization for excellence. Each of these organizational pillars is not new by itself. Each has its own importance. But the key to organizational excellence is combining and managing them together. They have to integrate into the organizational culture for providing excellence to the organization. These eight pillars are as follows. Customer centric approach By following customer centric approach, the organization adds value for its customers on a consistent basis. This is done through understanding customers, anticipating and fulfilling their needs, meeting their expectations and utilization of the available opportunities. Development of capabilities The organizational capabilities are developed by bringing effective and permanent change in its operations through successful change management. The changes are to encompass all the organizational activities within and beyond the boundaries of the organization. Focus on creativity and innovation The organization can achieve excellence through continual improvement by harnessing creativity and innovation....