• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12
  13. 13
    13

Organizational Effectiveness Paper

Extracts from this document...

Introduction

Organizational Effectiveness Paper <> <> <> <> Organizational Effectiveness Paper The following paper is on organizational effectiveness in which to propose a model of organizational culture, structure, processes, and controls to foster discipline, bottom-line-focused organization to ensure innovation and discovery. The proposed module should outline and defended why it is to be effective balance between discipline and innovation. The Strategic Management of Technology and Innovation book by Burgelman, et al outlined a study. This study took two decades to collect data from 250 executives, inclusive of over 30 CEO's, from an extensive sample of advanced corporations, which includes biotechnology, semiconductors, computers, pharmaceuticals, and aerospace industries. The study was guided by fundamental question, "What strategies, policies, practices, and decisions result in successful management of high-technology enterprises?" In summary, there were six themes of success that was found with the conclusion of the study. The six themes of success were business focus, adaptability, organizational cohesion, entrepreneurial culture, sense of integrity, and hands-on top management. The study also found that no one firm demonstrates an excellence in all six themes. The study also found that less successful firms are not lacking in the six themes. ...read more.

Middle

Neuborne (2003) compared creating an entrepreneurial culture to starting an exercise program (Neuborne, 2003). "Everyone agrees it's a great idea but few are able to follow through and make it happen. A study last year by management and technology consulting firm Accenture noted that 70 percent of executives surveyed listed entrepreneurship as "very important" to their organizations' overall success." So why do not more organizations do this effectively? It does not happen because too many companies are mired in the status quo. The CEO must foster the environment that allows for creative and innovative thoughts and actions that may "run the stop signs" and create new opportunities for the company. If there is too much resistance to change then the company will fail miserably. One serious thought to consider, if you do not foster an entrepreneurial spirit, your competition is sure to do so. This can be fatal for any company that has blinders on. Baumol defines entrepreneurs as the creators or promoters of change (Baumol, 2004). The Institute for Enterprise Education defined the six constituents of an entrepreneurial culture: 1. The most effective way to change an existing organizational culture is by creating individual entrepreneurial units on the edge of organizational structures. ...read more.

Conclusion

CEOs seldom have the time or opportunity to get involved in the details of technology management. However, this is not always the case. In many successful high-technology companies, top management will often make the effort to have hands-on involvement in the innovation process. This does not mean that these managers need to be technologists. It is more important that be open-minded and to be able to ask many questions. Top management needs to be patient and to be able to understand in depth certain core questions, such as: 1. How the technology works 2. Its limits, as well as its potential (together with the limits and potential of competitors' technologies) 3. What technical and economic resources these various technologies require 4. The direction and speed of change 5. The available technological options, their cost, probability of failure, and potential benefits if they prove successful No systematic information exists on changing types of management and leadership, which might enhance managerial accountability (Walker, 2001). However, it seams clear that having upper management deeply involved in the innovation process is beneficial to the company. Conclusion To conclude these six themes will provide a proposed corporate model that a company should adhere to succeed. Each of these six themes need to work together to provide innovation, remove stagnation, and provide success for the corporation. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    MANAGEMENT STYLE AND CULTURES (Diagram taken from AVCE Bus. Pg 82) Management is the process of influencing people so that they will perform a variety of tasks in effective manner. It is therefore crucial to have a strong leader who can inspire and motivate the employees. In big organizations such as Sainsbury there are many different style of management

  2. Hagar Cohen's work, Glass, Paper, Beans.

    In the hurry for efficiency, many times the employees in the factory sacrifice their own safety for the sake of this efficiency. As Hagar-Cohen writes "Sometimes they [the employees] burn themselves a little on a piece of fresh glass. Sometimes they cut themselves a little on a shard of broken glass.

  1. John Smithers at Sigtek - Organizational Behavior

    in the change process and would have opened their minds to the potential of the change process for solving their own problems, thus aligning their interests with Smithers' interests. Set specific and measurable goals for management. Neither Telwork nor Smithers set specific and measurable goals for individual managers.

  2. Produce a case study comparing two business organisations, investigating the extent to which each ...

    This would definitely enhance Tesco's image as people would feel that by buying from Tesco, will mean that they are also doing there bit as a sum of their money will go towards each charity. Tesco is committed to protecting the environment, using its commercial strength to put robust principles into practice.

  1. Free essay

    GNVQ Business Studies Unit 1

    > Mail, Pascall post mail to customers that would like to be contacted by them when they have any new deals or products. > Emails, Pascall also offer their customers to contact them via email about any new products or news.

  2. Rekindle the latent innovation

    it in the broader perspective of how to rekindle your organisation's hidden innovation! New thinking and Innovation Product/service Innovation Process Innovation Interaction Externalisation and Internalisation Mental Adjustment Process of change Incredible Adaptability 3. What is the meaning of new thinking/innovation?

  1. management &amp;amp; enterprise

    Planning This involves identifying trends, anticipating what is likely to happen and deciding on the best course of action to enable the business to reach it aims. Planning - setting clear objectives, this is for both the manager and staff.

  2. Delegation Paper

    In order to meet these goals, the Team Manager counts on his Account Executives to get the business. An Account Executive's responsibilities are to make outbound calls. With the contacts of the outbound calls, we are to establish a relationship with that broker.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work