increasing organizational performance

Increasing Organizational Performance

Accentuating Performance

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Success© 2014 VCL Consulting Group, Inc. All Rights Reserved

LEARNING OBJECTIVES

Define organizational culture and its impact on organizational performance

Understand the characteristics of a critical thinker and the impact on organizational performance

Identify the process of decision making and the impact on organizational performance


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ORGANIZATIONAL CULTURE

The system of shared actions, values and

beliefs that develops within an

organization and guides the behavior

of its members

– J. R. Schermerhorn

What is organizational culture?


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Infuses ‘how work gets done around here’ and how the

organization behaves in relations to its

customers

– D. & L. Anderson


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Organizational goals Management philosophy Policy and procedures Client population Employee morale

How is organizational culture created?



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ACTIVITY ONE


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It supports the overall goals of the organization

It creates a healthy and desirable workplace

It increases customer satisfaction It increases team performance*

Benefits of supporting organizational culture



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ROTE thinking: after initial learning curve, most tasks are performed without thought of the meaning

THINKING INCREASES PERFORMANCE!


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CRITICAL thinking: reasonable, reflective thinking that enables an individual to reach logical and well-informed conclusions

THINKING INCREASES PERFORMANCE!


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External and internal awareness Evaluation skills Exploratory Open mind Active listening skills

Characteristics of a critical thinker

THINKING INCREASES PERFORMANCE


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ACTIVITY TWO


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THE PROCESS OF DECISION MAKING

Mission Defined: written statements of organizational

purpose Core values

Defined: deeply held principles that guide how the organization functions collectively, with both internal and external customers and stakeholders, and represents the highest priorities of the organization

What influences the decision making process?


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Policy Level

Management Level

Staff Level


Define Proble

mCaution: Not too broad or narrow

Caution: focus on problem,

not symptom

Caution: ID the right problem

Carefully review for

ethical dilemmas

Analyze

Alternatives

Determine exact

information needed

Test for alignment with core

values

Consider implications

for stakeholders, common

good

Make a

Choice

Consider time, cost, impact, and

ethics

Who makes the

decision?

Choose best ‘ends’ and

right ‘means’

Take Actio

nEnsure that all affected

parties have have

input

Necessary to secure ‘buy in’ from all

Assure consistency of intended and taken

actions

Evaluate

Results

Have desired

outcomes been

attained?

Has performanc

e been effective?

Check actual ends and means

vs. intended ends and

means

Model adopted from: Schermerhorn, Organizational Behavior 12th, Ed


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