Establishing a Constructive Climate

#paper 4

LDR2720

5/7/2016

Eunhye Kim

        Material uploaded by Dr.B is about “managing your organization by the evidence.”, written by Keth Leslie, Mark A. Loch, and William Schaninger. When it comes to organization managing, many organization tends to manage their companies with isolated simplistic solutions. However, this material said companies are much easier to improve its current performance and underlying health by using a combination of complementary practices. In other words, strong organization performance is really fueled by a combination of carefully selected complementary ones, using a hard data. The new data analyzed be more than 230 global business demonstrated that combinations of carefully selected actions can be far more effective than one-dimensional interventions.

The material also mentioned three things in order to achieve the best result. First of all, accountability. Many executives require them to take responsibility for the results of the business. To explain this one, the author said databases. Those suggested that companies seeking to improve in this area are much more likely to succeed if they focus on giving individuals clear roles rather than resorting to other options such as consequence management. Second is direction. Every manager should give its worker a sense of direction. The best way to achieve the goal that give the worker a sense of direction is to set broad, stretching aspiration that are meaningful to their workers. It allows employees to have a better chance of achieving the outcome they want then do executives who resort to conventional, dominant, or detailed top-down leadership. Last thing is a performance culture. The author illustrated that the best way to promote high-performance behavior in organization is to emphasize openness and trust among employees. All in all, although organizations tend to perform better when they use specific practices to make employees accountable, to set goals and priorities, and to establish a performance culture, they achieve the best result by undertaking all three simultaneously.

Last but not least, the author emphasize that companies with a lot of organizational baggage – the legacy, perhaps, of a strong culture or leadership style –may need to modify this ‘base case’. Contextual differences in organizational culture or strategy are more important than contextual differences among industries. A company’s organizational culture or strategy may mean that excessive transitional costs or the uncertainties of cultural change would make it unwise to implement the base case. To choose the right combination of practices, companies should test their emerging options against the base case and then look for any obstacles that their organizational, leadership, and strategic context might put in its way. Therefore, they must identify the right combination of two or four complementary practices that could improve their performance significantly given their particular context.