Quotes About Organizational

The Five Initiatives 1.?Growth (via customer service, globalization, and technology) 2.?Productivity (went hand-in-hand with growth) 3.?Cash (improve working capital and have high-quality earnings) 4.?People (keep the best talent, organized the right way and motivated) 5.?Organizational enablers (including Six Sigma, Honeywell Operating System, and Functional Transformation)

Time. Compounding the expanding informational gap is the problem of organizational pressure and time. The salesman you're dealing with seems relaxed. His organization isn't visible.

I have yet to meet members of a leadership team who I thought lacked the intelligence or the domain expertise required to be successful. I've met many, however, who failed to foster organizational health. Their companies were riddled with politics, various forms of dysfunction, and general confusion about their direction and mission.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

In order to produce generalist courses, business school professors have been forced to invent subjects called strategy, called organizational behavior and so on.

The practical value is that identifying underrated talent is one of the most potent ways to give yourself a personal or an organizational edge.

Organizational culture begins in HR. This means to hire for attitude and train for skill.

Culture eats strategy for breakfast.

Chris Argyris criticized "good communication that blocks learning," arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role in doing something about them. These mechanisms fail because "they do not get people to reflect on their own work and behavior. They do not encourage individual accountability.

The Japanese believe building a great organization is like growing a tree; it takes twenty-five to fifty years.

building an environment of reflectiveness starts with our own willingness to open ourselves, to be vulnerable, to be "exposed," as Saillant put it. This is unlikely to happen in any organizational environment that does not have a deep commitment to helping people grow, and to creating the trust and spirit of mutuality this requires.

Fragmentation, or making learning an "add-on" to people's regular work, has probably limited more organizational learning initiatives than any other factor.

The purpose of management, leadership, parenting, or governing - any form of organizational leadership - is to solve today's problems and get ready to deal with tomorrow's problems. And that means managing change.

Commitment never allows us to lose sight of our target. It is the battery that gives power to all types of activities. That is why it is considered most important for individuals and organizations as well. Without the help of committed employees no organizational goal could be attained. Without displaying firm commitments no organization can earn the goodwill of its customers. If the citizens are not fully committed to nation building, no country can progress and achieve peace and prosperity.

If you can move people by inspiring and building their confidence to own and drive your new strategy, they will be committed to seeing change through and overcoming the organizational constraints you confront.

There is a group of core symptoms common to those who have ADD. These include short attention span for routine, everyday tasks, distractibility, organizational problems (for spaces and time), difficulty with follow-through, and poor internal supervision or judgment. These symptoms exist over a prolonged period of time and are present from an early age, although they may not be evident until a child is pushed to concentrate or to organize his or her life.

Just as personal values influence and guide an individual's behavior, organizational values influence and guide the team's behavior.

In companies whose wealth is intellectual capital, networks, rather than hierarchies, are the right organizational design.

Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.

We never like to admit to ourselves that we have made a mistake. Organizational structures tend to accentuate this source of failure of information.

Community begins in mystery and ends in administration. Leaders move away from people and into paper.

There is a theory in organizational development called appreciative inquiry that I subscribe to as a leader and a parent. Instead of exclusively focusing on what's wrong and trying to fix it, you identify what's right and try to replicate it. Appreciative inquiry is playing to people's strengths. It's catching people doing things right. It's celebrating what you want to see more of. And it's bragging about people behind their backs.

Ordinary people may simply be acting appropriately in their organizational role, just doing what is expected of them while participating in what a critical observer (usually well after the fact) would call evil. Under conditions of what we term moral inversion, ordinary people can engage in acts of administrative evil while believing that what they are doing is not only procedurally correct but, in fact, good.

An adaptive change that is beneficial to the organization as a whole may clearly and tangibly hurt some of those who had benefited from the world being left behind.