Four Factors of Organizational Success Essay Example for Free

Four Factors of Organizational Success Essay There are numerous ways to achieve organization success. Ask any two business guru their opinions and you will undoubtedly get two unique lists. Successful entrepreneurs covet their secrets of success and business school faculty lecture what the latest texts have written. Defining a check list of do’s and don’ts may seem like a rather easy task, but the implementation of those ideas is what will truly lead to organizational success. But what is organization success? That question can have many answers depending on the business. A University might define it as job placement of graduating students, but a middle school may be successful if its American history program is nationally recognized. A publicly traded company (and its stock holders) could define it as profits over the last quarter, whereas a small technology start-up could consider the issue of a patent on their newest widget a success. It’s my assessment that of all the factors pertaining to organizational success, those that revolve around the people within the organization and adaptation within the organization are the largest factors of success. I believe when a commitment to improvement, a continuous workforce development plan, and an implementation of a shared vision are harmoniously integrated by a resilient leader, it will place a company on a path to organizational success. Commitment to Continuous Quality (Process Improvement) There are no perfect scenarios where a company continues to profit and does nothing to improve. Updating a process is a continuous method that involves employees at all levels while focusing on the needs of the customer (John, 1992). Successful organizations are able to identify potential areas for increasing the value of processes or products. Not all products need to undergo substantial change in order to qualify as a process improvement. A change in the perceived value of the product is all that is needed. For example, a recent advertisement from McDonald’s is touting their Egg McMuffin sandwich as a luxury and higher class item. Taking from old consumer adage â€Å"It’s the Cadillac of †¦Ã¢â‚¬ , McDonalds has substituted â€Å"McMuffin† for Cadillac. There have been no changes to the recipe of the sandwich, but they have changed the perception of the item by comparing it to a separate premium item and in turn increasing a perceived value (Biasi, 2012). Whether a company modifies a current product, updates a process or simply re-brands, constant improvement is a key factor in the success of an organization. Shared vision In order for a company to achieve a goal, its employees must be on board with the missions of the organization. That is, employees must be aligned with the mission, values and goals of the organization in order to foster growth and achieve long term success (The secrets of organizational success, 1995). In order for an organization to implement any changes, those within (at all levels) must share in the vision of the organization (Kanter, 1988). Every company should have a vision. Without a vision there are no goals to achieve and the company has no definition of success in the future. A successful vision provides a company with a few goals to which they can devote their resources to while inspiring its workforce to achieve those goals (Clancy, n.d.). The importance (as stated by Clancy) lies with inspiring employees. A vision alone needs support. Simply wanting something done, without dedicating recourses to it, is futile. Creating a shared vision, one in which employees have a stake, is significant in the organizations long term success. Providing a personal connection to the product (or process) drastically changes the way employees approach their work and makes a substantial impact on their work quality (Hill Tande, 2003). People have to want to work, not because they are told to (Senge, 1990). The creation of a shared vision adds value to the work of an employee. A paycheck cannot be the only motivation. The employee must want to take stake in the operation of the company and understand their work is critical to the mission of the company. Continuous Learning / Workforce Development Former CEO of Intel Andrew Grove once said, â€Å"Success breeds complacency. Complacency breeds failure† (1996). It is important for a company to provide its staff with the opportunities to develop and provide new insights into company processes. While in his tenure at Intel, Grove urged executive to allow staff to experiment with new techniques and processes while concurrently performing the production of existing products (Grove, 1996). Acknowledging the importance of creative freedom and invention allows for an improved process to be implemented without a significant reduction in production levels (Sheridan, 2004). Learning enhances people’s abilities; it drives creation, workplace competencies and motivates others to do the same (Loon, Lim, Teck, Lai, 2012). A company can develop their staff internally while creating new ideas, updating procedures and processes. Constant improvements do not come automatically. Instituting a program that promotes continuous learning and workforce development can eliminate down time between successes and will create a substantial competitive advantage. Strategic decision maker As an organization undergoes change, its leaders also need to have the willingness to do so. Strategic decision makers are flexible yet concise; they must make crucial decisions regarding growth, divestment, new products and cost cutting (Grant, 2008). As a company attempts to succeed in the marketplace, its leader must effectively navigate a myriad of executive decisions that affect the livelihood of the company. While any company can claim they want to improve, the implementation of that vision is the key. R.M. Kanter (1988) discusses that the best of those leaders are called â€Å"Change Masters†; leaders who are able to create a shared vision, encourage innovation, and support internal education. She continues that change isn’t always necessary, but a strategic decision maker will identify times where change is eminent and make adjustment rapidly. Take for example Lee Iacocca and Chrysler. Before his hire, the company was on the edge of complete failure. Something desperately needed to change. With the hire of Lee Iacocca came a decision to layoff those employees not willing to accept changes he believed would right the company. Those who stayed for a maximum $14 per hour salary, redesigned the brand and help the company earn over $2.5 billion within three years of his hire. (Roberts, n.d.). I am not suggesting a change in company culture is necessary, but a leader must be able to identify the need for change, have the ability to implement such change, and the gumption to do so. Finding a leader with the before mentioned qualifications will aid in corporate success. Four factors working together There are many other factors which could lead to (or prevent) organizational success. It’s my belief that the four points briefly discussed are deeply intertwined and provide an ever changing path towards success. The proper mix of these four items creates an environment that fosters company development. Just a few examples of the cohesion of these four factors have been noted in other publications: * Great leaders must be passionate about their visions and responsible for advancing workforce development (Gibson, Ivancevich, Donnelly Konopaske, 2006; Loon, et al., 2012). * Continuous learning among all levels leads to future process improvements (Zairi, Whymark. 2000). * Leaders must also have the mindset required for visionary leadership; otherwise they are managers and not leaders (Transforming leadership for success and sustainability, 2011). * Continuous process improvements that are derived from a shared vision are more readily adapted by employees (Guti, Llorà ©ns-Mon tes, Óscar. 2009). The items above are not meant to be all inclusive. There are numerous other factors that one could argue have equal impact on success. While I do not discredit those other factors, it’s my determination that the four mentioned are factors that are able to be controlled within the organization. Other factors such as environmental conditions, consumer behaviors, and external costs, remain out of the control of the business leader. Focusing on supplying staff with the necessary leadership to achieve the company vision will lead to success. As the newest management fads pass and business trends change, one thing will remain constant: the success of organization will rely on heavily people who are a part of the organization. References Biasi, A. (2012) Increasing Perceived Value (of your product or service). Smart Marketing Solutions. http://www.smartmarketingllc.com/2012/01/14/increasing-perceived-value-of-your-product-or-service/ Clancey, K.J. (n.d.). Shocking truth of the month. Most companies are operating without a vision. Retrieved from http://www.thekevinclancy.com/truths_102009_g.html Gibson, J.L., Ivancevich, J.M., Donnelly, J.H. Jr., Konopaske, R. (2008). Organizations. Behavior, structure, processes. McGraw-Hill Irwin. New York, NY. Grove, A. (1996). Only the paranoid survive. Double Day Publishing. New York, NY. Guti, L. J., F.J. Llorà ©ns-Montes, Óscar, F. B. S. (2009). Six sigma: From a goal-theoretic perspective to shared-vision development. International Journal of Operations Production Management, 29(2), 151-169. doi: http://dx.doi.org/10.1108/01443570910932039 Hill, B., Tande, C. (2003). Personal impact maps: Chart the course to a shared vision. Workspan, 46(10), 38-42. Retrieved from ABI/Inform database. John, S. W. F.,Jr. (1992). Managing process improvement at the cherry point naval aviation depot. National Productivity Review (1986-1998), 11(4), 533-533. Retrieved from ABI/Inform database Kanter, R. M. (1988). Change masters vs. change stiflers. Executive Excellence, 5(3), 12-13. Retrieved from ABI/ Inform database Loon, M., Yet, M. L., Teck, H. L., Cai, L. T. (2012). Transformational leadership and job-related learning. Management Research Review, 35(3), 192-205. doi: http://dx.doi.org/10.1108/01409171211210118 Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency. Sheridan, J.H. (2004). 1997 Technology Leader of the Year, Andy Grove: Building An Information Age Legacy. Industry Week. Retrieved from http://www.industryweek.com/companies-amp-executives/1997-technology-leader-yearandy-grove-building-information-age-legacy Sudhir, K. C., Pullig, C., F, D. A. (1997). Critical success factors from an organizational life cycle perspective: Perceptions of small business owners from different business environments. Journal of Business and Entrepreneurship, 9(1), 47-0_7. Retrieved from ABI/Inform database. The secrets of organizational success: Aligning employees behind new corporate goals and objectives. (1995) Training Development, 49(8), 28-28. Retrieved from ABI/Inform Database. Transforming leadership for success and sustainability. (2011). Strategic Direction, 27(3), 19-21. doi: http://dx.doi.org/10.1108/02580541111109598 Zairi, M., Whymark, J. (2000). The transfer of best practices: How to build a culture of benchmarking and continuous learning part 2. Benchmarking, 7(2), 146-167. Retrieved from ABI/Inform database.

Mary Leakey :: essays research papers

Though technically defined as an archaeologist, Mary chose to follow a route of interesting research relating to physical anthropology. She is known mostly for the excavation of a two million-year-old fossilized human skull in 1959. She has also worked to help the world understand that the evolution of humans follows a principle rather than a theory. The name Leakey is synonymous in most people's minds with the successive dramatic discoveries of fossilized hominid bones and stone artifacts that have, over the years, pushed the origins of true man further and further back in prehistory. Less flamboyant than her husband, Louis S. B. Leakey, or her son Richard Leakey, Mary Leakey was the "unsung hero,† of the clan for years, even though she was, in fact, responsible for many of the spectacular Leakey finds, including the nearly complete skull of Zinjanthropus, which was at first thought to be the missing human evolutionary link. Mrs. Leakey finally received a measure of long-overdue public recognition with her discovery, in 1978, of 3.5-million-year-old fossilized hominid footprints at Laetoli in Tanzania, proving beyond a doubt that the australopithecines had walked upright. On July 17, 1959 Mary Leakey made her second major discovery. Accompanied only by her two Dalmatians, Mary Leakey set off to investigate the oldest layer at the site. As she surveyed the exposure with her practiced eye, a scrap of bone protruding from the ground caught her attention. Gently brushing aside some of the deposit, she saw two large hominid teeth in place in an upper jaw. Mrs. Leakey raced back to camp shouting, "I've got him! I've got him!" Using camel's-hair brushes and dental picks, the Leakeys gingerly uncovered a full palate and set of teeth; by sifting through tons of eroded scree, they eventually found about 400 bone fragments, which when pieced together formed an almost complete hominid skull, later dated at 1.75 million years, of the genus Zinjanthropus. Over the next few months, Mary Leakey found other hominid bones and 164 stone tools of twelve different types, including choppers, scrapers, anvils, and hammerstones. As luck would have it, a camera crew for the British television series On Safari arrived on the scene the day after Mary Leakey's momentous find, and thus it was that "Zinj" came to international public attention. For the Leakeys, it meant worldwide recognition. Fame brought controversy, too, and it was not long before Louis Leakey's bold assertion that "Zinj" was the so-called "missing link" between the primitive ape-men and Homo sapiens was proved to be incorrect.

Meaning of Life and Yoga Essay

Celebrity Yoga: Is this just a fad? Yoga has become a very popular exercise among people all across the world. Celebrities are also adopting this practice in order to strengthen their bodies. Celebrities and yoga has been a winning combination for quite some time in America, and more and more people are beginning to at least try yoga because their favorite celebrities are trying it. Celebrities that do yoga are making the practice more popular. Yoga industry in the United States has grown considerably since many celebrities have admitted to practicing yoga on a regular basis. Here are some things you will want to know about celebrities and yoga that may help you to decide whether or not you want to try yoga for yourself. What do celebrities have to say about yoga? Celebrities like Meg Ryan, Jennifer Anniston, Ricky Martin, and Madonna have all admitted to using yoga as a means to calm the spirit, tone the muscles of the body, and increase physical strength. Many people also say that yoga gives a personal sense of accomplishment, and that it is easier to handle rigorous demands of the day by practicing yoga Yoga is also designed to help people learn about the meaning of life. Yoga allows you to train your mind to think about positive things, and you are also able to think about how to solve problems and even get along well with others. You are also taught about how certain yoga principles should transfer into your daily life, such as learning how to do everything in the right time, or being patient with others. It is also believed the yoga will give you a higher tolerance for pain. One of the most important factors which cause the heart disease is depression. Tachycardia and other disturbances are caused due to this depression. Rhythm of the heart is altered due to tachycardia and other disturbances. Long-lasting or repetitive state of depression will make a considerable damage to the heart and enhances the chance of getting heart attacks. Yoga is an effectual solution against all sorts of stress since it can enhance the level of GABA (gamma amino butyric acid), a neurotransmitter in our brain which is correlated to depression when it is in supplied lesser in the brain. After one session of yoga the level of GABA gets increased.

The Arraignment Stage of a Criminal Case

After you are arrested for a crime, the first time that you make an appearance in court is usually at a hearing called an arraignment. It is at this time that you go from being a suspect to a defendant in the criminal case. During the arraignment, a criminal court judge will read in detail the criminal charges against you and ask you if you understand the charges. Right to an Attorney Legal precedence has affirmed your right to an attorney even during an investigation. If you do not already have an attorney present, the judge will ask you if you plan to hire an attorney or do you need the court to appoint on for you. Defendants who cannot afford legal counsel are appointed attorneys at no cost. The court-appoint attorneys are either employed public defenders or private defense attorneys paid by the state. The judge will ask you how you intend to plead to the charges, guilty or not guilty. If you plea not guilty, the judge will usually set a date for a trial or a preliminary hearing. Pleading Not Guilty For You In most jurisdictions, if you refuse to plea to the charges, the judge will enter a not guilty plea on your behalf, because you do have the right to remain silent. You are permitted to plead  , no contest (also known as â€Å"nolo contendere†) meaning that you do not disagree with the charge. Even if you plea guilty at the arraignment, the judge will hold a hearing to hear the evidence against you to determine if you are in fact guilty of the crime with which you are charged. The judge will also have a background check done and determine any aggravating or mitigating circumstances surrounding the crime before pronouncing sentence. Bail Amount Revisited Also at the arraignment, the judge will determine the amount of bail necessary for you to be free until your trial or sentencing hearing. Even if the amount of the bail has previously been set, the judge can revisit the issue at the arraignment and alter the amount of bail required. For serious crimes, such as violent crimes and other felonies, bail is not set until you go before a judge at the arraignment. Federal Arraignments Procedures for federal and state arraignments are very similar, except federal procedure dictates strict time restraints. Within 10 days from the time an indictment or information has been filed and the arrest has been made, an arraignment must take place before a Magistrate Judge.During an arraignment the  defendant  is read the charges against him or her and advised of his or her rights. The defendant also enters a plea of guilty or not guilty. If necessary, a trial date is selected and a schedule set for motion hearings, which may include in-court arguments as to suppression of evidence, etc.Note, the Federal Speedy Trial Act dictates the defendant has right to trial within 70 days from his or her initial appearance in U.S. District Court. Return to: Stages of a Criminal Case