Organisational Strategy and Culture, People Systems and Processes - Coursework Example

LЕАDЕRSHIР, INNОVАTIОN АND СHАNGЕ Name Institution Professor Course Date 1. Leaders may be important but there are other elements that are also important and it is often these that make the difference between organisational success and failure. Discuss, using examples and drawing on the concepts taught in this unit. Introduction Organisational effectiveness is vital to the success of a firm. To attain sustainable and increased business results, firms need to engage employees and implement feasible organisational strategies, culture and structures. Business leaders require focusing on engaging and aligning their employees, the capabilities including a firm’s culture, and structure and the employee management systems. Effective execution of strategy is a major driver of organisational success and firms that fail to completely involve their employees in their organisational strategies besides promoting, innovation and creativity, fail to produce sustainable and reliable business results. The key elements that facilitate organisational effectiveness include organisation strategy and culture, capacity and capability, leadership, employee engagement, creativity and innovation, and people processes and systems. Leadership and Organisational Success According to Garten, Williams and Nyce (2009:49), the distinct characteristic that set apart major organisational changes that thrive from those that fall short is dexterous leadership. By weakening the significance of structured power and authority in the organisation, the management intensity paves way for leadership prominence. The role of management entails coping with the scores of difficulties of business while the role of leadership is to orchestrate deeper change. As a result, effective leadership is critical for organisational growth and success. The process of influencing people so as to attain organisational objectives is paramount. Kitchen (2010:121) confirms that leaders hold an important role in the failure or success of an organisation, team or group. However, there are other factors that make the difference between organisational success and failure. According to Francesc and Gimenez (2013: 1), the success of a firm depends to a great degree on the complete application of skills and knowledge. Organisational Strategy and Culture Intricate organisational structures can instigate ineffective implementation of business strategy. No component can by its own compel sustainable business results. All components must function collaboratively towards shared goals to attain correct strategy implementation. Strategy entails the purpose, strategic direction and the role that summarises organisational work while structure, capability and capacity entails capable employees conducting the right work via a structure that apparently identifies role relationships and accountabilities. Shukla (2008:161) asserts that the influence and strengths of any firm’s culture relies on how universally or intensely its core beliefs, assumptions and values are practised and shared among its members. It appears practical to assume that if a firm’s culture is influential and powerful, employees will share common priorities and goals. In addition, employees will demonstrate coordinated efforts for attaining organisational goals (Grant, Butler, Hung and Orr 2012:5). Strategy and culture conducts similar functions in a firm. Organisational strategy is more of a perspective than a plan that expresses the core beliefs, values and character of a firm. Strategies evolve via internal political dynamics and entails an expression of overriding culture values in a firm (Shukla 2008:161). Grant, Butler, Hung and Orr (2012:5) assert that despite the type of a firm, organisational success is dependent on the features of the firm and its environment. A strategy functions as the key driver of where and how a firm invest its resources. The strategy is responsible for guaranteeing that the firm hold adequate flexibility to react to environmental shifts. Powerful organisational strategy and culture function as an efficient integrative mechanism that coordinates activities and efforts of a firm to attain organisational success (Shepherd, Keller & Neumann 2013: 251). For instance, excellent Indian companies hold similar cultural attributes that instigates their success. Companies such as Lintas, Larsen & Toubro, HCL-HP and TISCO to mention but a few are successful given their strong strategies and culture (Shukla 2008:163). People Systems and Processes Leadership is essential for organisational success and it entails the capacity and capability of leaders to compel sustainable business success. However, leaders need to be promoted through good People systems and processes. These processes and systems functions to share information, send messages, and construct good decisions across the business (Shukla 2008:22). Organisational systems and processes entail a leadership extension that establishes trust and consistency. The structure of an organisation determines the success of a firm as it underlines the shape of an organisation and it describes the existing clusters and divisions of people and tasks within a firm. Organisational structure identifies the span of control, roles and reporting links of department and people (Shukla 2008:22). Organisational structure entails the core of what controls, motivates and coordinates employees to cooperate to attain organisational goals. When an organisation structure is linked to a firm’s needs, it instigates greater organisational success. A successful firm hold an increased integration level and the extent of integration is dependent on interdependence and diversity and where actions are broadly diversified. Organisational structure is influenced by the environment and technology and most successful firms emphasise on sight controls, chain of command, principle of management and job specialisation to be more successful (Mishra 2001: 387). According to Phillips and Gully (2011:454), a firm’s structure affects its performance via influencing how the firm functions. The wrong organisational structure hampers communication and instigates slow work procedures. Effective structure of a firm enhances the working effectiveness of the organisations, motivates employees instead of frustrating them and facilitates working links among employees and across a firm’s units. Worsch (2004: 1) defines motivation as the compelling force for personal conducts in workplace. Motivation greatly influences the success and organisational success. This is because uninterested personnel affect the efficiency and prosperity of a firm. A firm’s structure also influences how employees communicate, employees behavioural and how the firm operates. Ineffective organisational structures prevent cooperation and communication and drains workers’ motivation. According to Phillips and Gulley (2011:454) organisational structure is linked to employee commitment, turnover and satisfaction. Employee Engagement Creativity and Innovation Bresser (2013:95) asserts that, organisational success is by description the outcome of people working together. In this spirit, a collaborative perspective of people systems and processes is promoted within a firm. Organisational commitment matters given that effective commitment is positively linked to outcomes such as organisational citizenship, individual performance and attendance (Bresser 2013:95). Low levels of employees engagement is connected to turnover and absenteeism. Positive attitude to the job augments organisational success given that an engaged employee is mentally focused in his/her role in the firm, is emotionally involved and puts a lot of action and effort to achieve his/her job requirements. On the contrary, a disengaged worker withdraws mentally, behaviourally and emotionally. There is proof that engagement matters in creativity, organisational and innovation. Creativity entails the idea validation and idea generation. Creativity is crucial in the process of innovation. This is because new concepts require to be integrated into the process of innovation. Burbiel (2009: 36) affirms that creativity is crucial before firms adopt an innovation process According to Burbiel (2009: 36), there is a common consent that high profit firms depend heavily on innovation to uphold their survivability and efficiency. Innovation entails the procedure from a concept to establishment of a novelty into the market. Runco (2004:657) asserts that creativity hold apparent benefits for people, firms and the society as a whole. With the modern technological advancement and competitive business environment, creativity is important, effective and useful in reaction to evolutionary shifts in organisations. Creativity is intricate thereby making flexibility an important aspect of it. Creativity in organisations implies that it is responsive and reacts to challenges and problems (Runco 2004:657). For instance, the development and progress of humankind on earth highly depend upon the ability of man to adapt, create and innovate. Innovation and creativity remain crucial elements to the success of any firm and they depend on employee’s engagement and commitment in the firm. In the modern competitive business market, innovation is identified as the power to adapting new ideas, but the call to create, emerge from new concepts, that is innovation and employee engagement to the process of innovation. Creativity and innovation instigate organisational change and innovation entails change that adds value to an organisation. According to Chauvel (2011:39), innovation and creativity requires organisational change but most organisational change programs do not attain their intended results given that a creative individual hold lots of ideas but no execution skills while leaders hold the ability to manage the status-quo but hold low acceptance of new ideas. While employee’s engagement, innovation and creativity are paramount for organisational success or failure, effective leaders are also crucial. It is the responsibility of leaders to determine and facilitate employee’s engagement, creativity and innovation within organisations. High-level of employees’ engagements appears to be linked to well-being, individual performance and job satisfaction (Ross 2012:1). According to Cook (2008:24) employee engagement is a key measure of organisational success. Employees’ engagement entails the involvement of employees through motivation. Engaged workforce whose minds and hearts are linked to their job and the organisation are satisfied with their job, are devoted to their roles, proud of their organisations and willingly talk about their firms and job. According to Rouse (2009:395), the call to dramatically change a firm’s product designs to increase organisational success is through in-house creation of novel design abilities or through an outside partnership that requires, employees’ engagement and diverse capabilities around working with outside partners. Combining these elements instigates mutually and powerful results and no single initiative hold the power to create organisational effectiveness by itself. Conclusion Organisations with clear culture, strategy that congruently implements the strategy and a leadership perspective that mobilises people to accomplish and understand the strategy are successful. The essence of a highly successful firm comes in the translation of its distinct drive and core beliefs for progress into the very framework of the firm into tactics, goals, norms, processes, policies, systems, and management behaviours. The more all the components of a firm function together, the greater the likelihood that the firm will prosper. Reference List Bresser, Fran (2013) The global business guide for the successful use if coaching in organisations. USA: BoD. Burbiel, J (2009) Creativity in research and development environments: A practical review. International Journal of Business Science and Applied Management. 4 (2): 35-51. Chauvel, Daniele (2011) Leading issues in innovation research. UK: Academic Conference Limited. Cook, Sarah (2008) The essential guide to employee engagement: Better business performance through staff satisfaction. Netherlands: Kogan Page Publishers. Francesc, Josep & Gimenez, Valls (2013) Beyond the low cost business: Rethinking the business model. UK: Palgrave Macmillan. Garten, Edward, Williams, Delmus & Nyce, James (2008) Advances in library administration and organisation, Volume 26. UK: Emerald Group Publishing Grant, Robert, Butler, Bella, Hung, Humphrey & Orr, Stuart (2012) contemporary strategic management, Google book: An Australasian perspective. UK: John Wiley & Sons. Kitchin, Duncan (2010) An introduction to organisational behaviour for managers and engineers. UK: Routledge. Mishra, Maha (2001) Organisational behaviour. India: Vikas Publishing House Pvt Ltd. Phillips, Jean & Gully, Stanley (2011) Organisational behaviour: Tools for success. UK: Cengage Learning. Ross, David (2012) Managing people & performance: Fast track to success. UK: Pearson. Rouse, William (2006) Enterprise transformation: Understanding and enabling fundamental change. UK: John Wiley & Sons. Runco, M (2004) Creativity. Annual Review of Psychology. 55 (1): 657-687. Shepherd, Andraea, Kellner, Kamil & Neumann, Jean (2013) Developing organisational consultancy. UK: Routledge. Shukla, Madhukar (2008) Understanding organisations: Organisational theory and practice in India. India: PHL Learning Pvt Ltd. Worsch, Marek (2004) A better employee motivation through the application of public feedback processes: Enhancing the effectiveness of job appraisals. New York: diplom-de. Read More