Organizational effectiveness

Organizational Effectiveness

Question 1: Meaning of Organizational Effectiveness

Organizational effectiveness entails enhancing teamwork and collaboration among workers toward achieving organizational goals. In implementing the tasks, the partnership has to entail good leadership that encourages good communication horizontally and vertically in an organization’s hierarchy of management. The feedback received is integrated into the decision-making. When employees, especially those involved in implementing tasks, have a voice in decision-making, it can help improve their effectiveness, motivation, and commitment to implementing the assigned tasks. Besides, it is essential to ensure that the needs of the employees are aligned with the organizational goals and objectives. By effectiveness, it means that each employee is enhanced to be the most productive in their capacities and embrace teamwork towards each person playing their roles and causing the best results as an organization. This, therefore, may require leadership that can discern what employee needs and value their feedback and give incentives, including training to achieve the overall organizational effectiveness.

Question 2: Covey’s perspective on Leadership and Application of Ethos

Covey (1991) argues that outstanding leadership that takes into account and embraces the changing times and can withstand new issues can result in the exercise of leadership principles, develop great teams and results, and produce effective workers. The leader has to be actively involved in creating the vision, teamwork, and inspiring commitment among the employees (Covey, 1991). This includes advocating for win/win situations where both the employee and organization stand to gain from activity through a people-centered approach (Covey, 1991). Most of the decisions coincide with the leadership ethos reflected in the current organization. The leadership is highly transformation and integrates the needs and contributions of the employees in identifying and implementing the changes. Most employees feel safe as they see their contributions are valued and incorporated into the decision-making, which makes them more committed to achieving the organizational objectives. Being able to inspire workers to have this collaboration and commitment reflects the organizational effectiveness through transformational leadership (Raes et al., 2012).

Question 3: Initiatives/Activities Supported by Leaders

Some of the initiatives and activities that are encouraged and supported by the leadership in the workplace include giving feedback and opinions, suggesting creative ideas, and effective conflict resolution methods. The organization is more of a flat organizational structure, and there are only a few managerial positions. The focus is not on the job position but on how well they execute the assigned duties and tasks. Therefore, there is more autonomy in making some of the decisions among the employees with limited interference. However, the employees have to provide feedback. In most cases, leaders take the discussions seriously by ensuring the employees follow the organization’s objectives while making decisions that affect customer engagement and maintenance. Some of the decisions that come out as effective are entirely supported by the organization. Through incentives such as recognition, most of the employees are encouraged to be creative, innovative, and productive in finding solutions that can help be more responsive to market changes and customer needs that are highly dynamic. In case of a conflicting issue, there is a team of conflict management where the individuals are encouraged to find common ground on a subject other than attacking each other, which enhances teamwork and collaboration as everyone is treated equally.

Question 4: Support by Leaders

In the organization, leaders support the activities of the workers with equal measure. When an individual or a team has a new idea or suggestion on how best to approach a situation or perform a task, the leaders take the matters seriously and discuss it with the members, including looking at other involved risks and how to mitigate them. Then the ideas are first tested on a small scale. If they are practical and aligned with the organizational objectives, they are supported entirely by allocating necessary resources and building the capacity to implement the idea. This highly motivates the employees and stands out as one of the motivators of achieving collaboration (Berg & Bradley, 2016). In case some individuals want to raise concerns and do not want the person suggesting to be known, workers have the option of anonymously sending the message through the feedback box, which is located in the offices, and every evening leaders collect the feedback and bring the issues up in meetings to seek how best to address such problems which makes the employees effective and feel valued in the organization.

References

Berg, D., & Bradley, B. (2016). Leadership: Cultivating Organizational Effectiveness, Segment 1, 2, and 3. Youtube.com. Retrieved 7 June 2022, from https://www.youtube.com/watch?v=f62kkYvBM98.

Covey, S. (1991). Principle-Centered leadership (pp. 1-334). Simon & Schuster.

Raes, E., Decuyper, S., Lismont, B., Van den Bossche, P., Kyndt, E., Demeyere, S., & Dochy, F. (2012). Facilitating team learning through transformational leadership. Instructional Science, 41(2), 287-305. https://doi.org/10.1007/s11251-012-9228-3