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Balancing Performance and Organizational Objectives

The WORXz® approach to organizational transformation has been has been segmented into seven perspectives. While there is a dynamic relationship between these perspectives, and none is mutually exclusive, these perspectives describe the lens through which we view your organization and the opportunity for WORXz® to assist you.

The perspectives include:

  • Organizational Alignment and Futuring — What is my vision and goal for the future and how might I get there?
  • Organizational Diagnoses — I am not able to reach my objectives despite the best-laid plans. What is wrong in my system and what changes are required to get me where I want to be?
  • Systems and Practices — Are my organizational systems as effective and efficient as they need to be? How can they be developed or improved to support my organizational objectives?
  • Process Definition/Re-engineering — Are there other opportunities to eliminate waste (Inventory, overproduction, over inspection, material movement, processing waiting and motion) that will improve your overall Time? How can we apply Lean manufacturing principles to your organization effectively?
  • Performance Metrics — How do I measure success and ensure that my metrics are driving the right behavior in the organization? Do I have metrics that are in conflict with the metrics of other functions? What informal subtle beliefs and behaviors are causing contention in applying our performance metrics.
  • Organizational Development — How can I create the right organizational dynamics and climate to support goals and vision? Are our employees connected and performance aligned with our organization's strategy and objectives?
  • Organizational Leadership — What are the most effective leadership styles and practices for my organization and how can I transfer these skills to my leadership and management teams? Are we skilled at building interpersonal relationships which foster a sense of community in our organization? Are we confident that our employees are making the right decisions?

In addition to the perspectives described above, a fundamental process underlying our approach to organizational improvement involves our use of Systems Thinking. Our consultants approach all client engagements from a systems thinking perspective to assure implementation success. We ensure that change efforts consider the whole organizational system, knowing that initiatives that optimize one component of the system but sub-optimize the whole are of little value. Finally, we evaluate our engagements from a change management approach. We want to ensure that solutions developed are implementable and accepted by your organization.

We realize that any improvement initiative must carefully consider the organizational culture and climate in which it will be carried out, with an strong emphasis on stakeholder support.

Wondering Where to Start

Looking at your organization as if you could view it from a level which provides a total unbiased perspective is the first step in the journey of any performance improvement. Attempt to study the organization's processes and people in terms of their level of integration, synchronization, and adaptation to the organizations purpose, vision, mission, and goals. Imagine that you identify and list organizational improvements, improvements that evaporate the undesirable effects that plague the spirit and productivity of your employees. Capture these thoughts and write them down where you can reflect on them and the changes that will be required to achieve your vision; list the changes that would be required to realize achieving the issues on your list .You’ve now started your first step in diagnosing your organization for improvement.