Quotes About Organization

organizational clarity allows a company to delegate more effectively and empower its employees with a true sense of confidence.

An organization that has achieved clarity has a sense of unity around everything it does. It aligns its resources, especially the human ones, around common concepts, values, definitions, goals, and strategies, thereby realizing the synergies that all great companies must achieve.

The key to managing this challenge, of course, is to identify a reasonable number of issues that will have the greatest possible impact on the success of your organization, and then spend most of your time thinking about, talking about, and working on those issues.

I believe that all successful organizations share two qualities: they are smart, and they are healthy. An organization demonstrates that it is smart by developing intelligent strategies, marketing plans, product features, and financial models that lead to competitive advantage over its rivals. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

I have found that most leaders spend the majority of their time and energy making their organizations smarter, with relatively little effort directed toward making them healthier.

healthy companies are far less susceptible to ordinary problems than unhealthy ones. During difficult times, for instance, employees will remain committed to a healthy organization and stay with it longer, ultimately working to reestablish competitive advantage.

Every good organization specifies what it plans to achieve in a given period, and these goals, more than the financial metrics that they drive, make up the majority of near-term, controllable results. So, while profit may be the ultimate measure of results for a corporation, the goals and objectives that executives set for themselves along the way constitute a more representative example of the results it strives for as a team. Ultimately, these goals drive profit.

Now, the wrong way to determine an organization's values is to survey the employee population. This may seem to be a useful way to test a hypothesis, but it is not a replacement for the introspection and discussion of an executive team. More important, it can lead to the adoption of a value set that executives are not willing to support.

this point is critical—no one but the head of an organization can make it healthy.

as odd as it may seem, it is actually more important for leaders to focus on making their organizations healthy than on making them smart.

small gaps between executives high up in an organization become major discrepancies by the time they reach employees below

enduring, successful companies adhered strictly to a fundamental set of principles that guided their behaviors and decisions over time, preserving the essence of the organization.

an organization that has properly identified its values and adheres to them will naturally attract the right employees and repel the wrong ones.

A healthy organization is one that has less politics and confusion, higher morale and productivity, lower unwanted turnover, and lower recruiting costs than an unhealthy one.

This blindness occurs because what executives believe are small disconnects between themselves and their peers actually look like major rifts to people deeper in the organization.

The increase in cautious inaction among coworkers is another subtle but powerful effect that psychopathic behavior has on the organization.

the Istiqlal was powerful, which did not at all coincide with his conception of it, nor with the picture the organization painted of itself: a purely defensive group of selfless martyrs who were willing to brave the brutality of the French in order to bring hope to their suffering countrymen.

Fear is never healthy in an organization. It doesn't encourage positive action; instead it destroys motivation and productivity, and undermines your confidence and morale.

In many organizations not a decision can be made without calling a meeting. Fear of making a mistake trumps the willingness to take risks. And without some risk-taking there is little chance of creating an exciting future. So rather than risking a decision, leaders and managers have meetings.

In the First Book of Chronicles Chapter 24 Verse 10…

Clean this place out. I want hard drives, gadgets, papers, circuit boards, everything. Grab the pencil sharpener if it looks interesting.

What swells the costs in enterprises carried on in the interlocking centralized systems of society, whether commercial, official, or non-profit institutional, are all the factors of organization, procedure, and motivation that are not directly determined to the function and to the desire to perform it....

In almost any group of people you'll find hierarchy. When groups of adults form in the real world, it's generally for some common purpose, and the leaders end up being those who are best at it. The problem with most schools is, they have no purpose. But hierarchy there must be. And so the kids make one out of nothing.

But here there is another layer that tends to obscure the underlying reality. In a company, the work you do is averaged together with a lot of other people's.