Creating Effective ion

8/6/2019 Creating Effective ion

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CREATING EFFECTIVE ORGANISATION

Submitted To

Prof Renjith Krishnan

Department of MBA

St Aloysius Institute of Management and Technology

Submitted

peter

1016027

1-mba A


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Creating Effective Organizations

Why is creating effective Organizations Important?

Whether you are the CEO of a large corporation, leading a group or asmall business owner, an objective perspective is not always

available. The symptoms of a businesss problems are always

apparent. Treating the symptoms can temporarily alleviate the issues,but addressing the cause makes positive change permanent.

What is Organizational Effectiveness?

y Delighting customersy Advancing toward your visiony Fulfilling your aspirationsy Making money for you and your investorsy Developing your employees and their aspirationsy Making a positive impact on your community


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INTRODUCTION

The implication behind the concept of leadership is that there is a

combination of personal qualities and skills that to allow some people

to obtain from their employees a response that is cohesive, effective

and enthusiastic, whereas other people in the same case cannot

accomplish such results. Every organisation needs leaders within it,

as all of them require the right path for the achieving the goal. The

process of planning, organizing, controlling to determine and accomplish the

objectives by the use of people and resources. The process by which managers create,

direct, maintain and operate purposive organizations through systematic, coordinated

cooperative human effort .It is the coordination of all resources through the process of

planning, organizing, directing and controlling in order to attain stated objective

Planning is the process of making decisions about future. It is the process of

determining enterprise objectives and deciding future courses of actions necessary for

their accomplishment. Planning is the process of deciding what is to be done, how it is

to be done and by whom. Planning provides direction to enterprise activities.

Organizing is concerned with the arrangement of an organizations resources-people,

materials, technology and finance in order to achieve enterprise objectives.

Organization involves decisions about division of work, allocation of authority and

responsibility and the coordination of tasks.Guiding and supervising the activities of

subordinates is known as directing. Direction is telling people what to do and seeing

that they do it to the best of their ability. People must be directed towards

organizational goals.


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Staffing is the function of employing suitable persons for the enterprise. An activity

where people are recruited, selected, trained developed, motivated and the objective of

controlling is that actions contribute to goal accomplishment. Setting stand ards of

performance, measuring actual performance, Comparing actual performance against

the standard, taking corrective action to ensure goal accomplishment. Compensated for

various positions.

1). OVERVIEW OF CREATING EFFECTIVE

ORGANISATIONSAn effective organization is defined as thinking differently, doing the

Right things in the right time and getting to the future first for less.The success of any effective organization requires the co-ordinationand close integration between departments, and active contributionsof individuals within the company. This implies that any part; whetheran individual or a department of the company fails to perform its role,as it should be would considerably reduce the companyseffectiveness.

Creating effectiveness organization can be defined as being effective,efficient, satisfying, adaptive and developing, and ultimatelysurviving. To be effective, todays organizations need to strike a

generally acceptable balance between organizational and societalgoals. Determining effective criteria requires frequent review and

updating. It must also adapt to new environmental demands andmature and learn in the intermediate future Creating Effectiveorganizations in the international arena .Organizations, especially

those in turbulent environments, tend to relyon people to can theirenvironments, monitor potentially important events, interpret their

perceptions, and report them to the appropriate organizationaldecisions makers. (Banner & Gagn, 1994).Brown argues that themost successful organizations seem to function with little

management. The secret to their success lies in the principles of theirdevelopment.


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2). LEADERSHIPLeadership is the process of inspiring and empowering others toVoluntarily commit them to achieving the leaders visionLeadership is an influence process: The ability to motivate others to

do something, believe something or act a certain way an effectiveleader within the organizations must have a vision and theability to empower employees to carry out their tasks and follow the 2

A Good vision statement invites and requires the total involvement ofthe organization in carrying the ambition forward into operationthrough a process of interpretation and refining for example, in AT &

T all the company was challenged to understand and make operationalthe anytime, anywhere statement.

According to Drucker (1999), the only definition of a leader is

someone who has followers. To gain followers requires influence butdoesnt exclude the lack of integrity in achieving this. Indeed, it can

be argued that several of the worlds greatest leaders have lackedintegrity and have adopted values that would not be shared by many

people todayOn the other hand, the manager needs a fundamental strategy forachieving the vision for the organisation for example, Haagen-Dazsnew strategy in Europe, which contained revising job interviews tomake them more like theater auditions and creating a new

management position called Leadership is crucial at all positionswithin the organization, from main board to the shop floor. Accordingto there are at least four major variables now known to be involved in

leadership:Effective organizations in the international arena

The characteristics of the leader. The attitudes, needs, and other personal characteristics of the

followers. The characteristics of the organization for instance, its structure,

its purpose, and the nature of the task to be performed. The social, economic and political environment.Every leader within the effective organizations must take particularresponsibilities. These responsibilities are as follows: Vision: The vision must include well-specified objectives and goals.Managers (leader) have techniques and methods for developing


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the vision for instance, budgets, schedules, statement of work,etc. Georgiades and Macdonell claims that vision isabout having the picture of the cathedral as we carve the granite(or perhaps plane the pews or even lay the pipes for the central

heating). Strategic vision can be so broad that they convey littlemeaning or guidance to people deep in the organisation Communication: Communicate the vision to everybody within

the organisation is crucial because every member of the companyneeds to known goals and objectives and the path to achieve them. Motivation: Motivation is very important to leadership. Without

motivation the teams ability to develop is strictly obstructed.Leaders have to identify factors of motivation within the company

so that them satisfy needs such as economic incentives, security,

friendships, status, etc. According to Mullins theunderlying concept of motivation is some driving force withinindividuals by which they attempt to achieve a goal in order tofulfil some need or expectation. Direction: Leaders must conserve a constant direction in the searchof goals and objectives. The idea is concentrate all the movementsand actions of the firm in the right direction. Support: Managers must provide value-added support to employeesto assist in accomplishing the project goals and objectives. In

addition, managers must do whatever to help employees performtheir works effectively and efficiently.

Team Building:Team buildings in many manners are an image of

the qualities and responsibilities of a leader. If the leaders do nothave an effective team, the likelihood of a successful plan decreases.

Some people like Lee Iacocca of Chrysler Corporation, TetsuyaKatadaof Komatsu, Herb Kelleher of Southwest Airlines, Christopher

Sinclairof PepsiCo influence others so well that they seem to benatural leaders.This usual consideration can be based oncharacteristics for instance,intelligence, assertiveness and physicalattractiveness.Traits Associated with Effective Leadership

y Drive


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High level of effort;relatively high desire for achievement; highenergy; persistence;initiative

y Desire to LeadStrong desire to influence and lead others; willingness to takeresponsibility

y Honesty and IntegrityTrusting relationships with followers; truthfulness; high consistency

between words and actions

y Self-confidenceAbsence of self-doubt; self-assurance that convinces followers of therightness of the leaders goals and decisions

y IntelligenceAbility to gather, synthesise, and interpret; large amounts ofinformation; ability to create visions, solve problems, and make good

decisions

y Job-relevant KnowledgeHigh level of knowledge about the organisation, industry, and

technical matters related to the groups activities

3) Creating Effective organisations in the international arena

On the other hand, Mullins (1996) argues that leadership style is the

wayin which the functions or leadership are carried out, the way inwhich themanager typically behaves towards members of the group.Fisher (2006)argues that real leaders are not only prepared to revealtheir weaknesses,because they know they are not super-human, but to

use them to theiradvantage.There are many ranges to leadership andmany possible manner ofexplaining leadership style for example,charismatic, participative,dictatorial, unitary, benevolent, abdicatorial,consultative andbureaucratic.The style of leadership can be classifiedin three items and are as follows:(Based on Mullins, 1996)

The Authoritarian or Autocratic style. Is where the centre of

power is with the manager, and all interactions within thecompany move in the direction of manager.


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The Democratic style.Is where the heart of energy is more with thegroup as a whole and there is greater interaction within the group. Theleadership functions are shared with members of the group and themanager is more part of a team.

A Genuine Laissez-faire style.Is where the manager checkthat members of the group are working well on their own. Themanager consciously makes a decision to pass the focus of power

to members, to allow them freedom of action and not to interfere;but is readily available if help is needed.According to Mullins (1996, p. 255) the effectiveness of the leader is

dependent upon meeting three areas of need within the work group:

Task functions involve

Achieving the objectives of the work group

Defining groups tasks Planning the work Allocation of resources Organisation of duties and responsibilities Controlling quality and checking performance Reviewing progress

Team functions involve Maintaining morale and building team spirit The cohesiveness of the group as a working unit

Setting standards and maintaining discipline Systems of communications within the group Training the group

Appointment of sub-leaders.

Individual functions involve

Meeting the needs of the individual members of the group Attending to personal problems

Giving praise and status Reconciling conflicts between groups needs and needs of the

individual Training the individual.


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4. EFFECTIVELY MANAGING CULTURALLYAccording to Hodgetts (2003) a number of specific guidelines foreffectively managing culturally diverse groups have been identified.

Here are some of the most useful: Team members must be selected for their task-related abilities andnot solely based on ethnicity. If the task is routine, homogeneous

membership often is preferable; if the task is innovative, multiculturalmembership typically is best.

Team members must recognize and be prepared to deal with their

differences. The goal is to facilitate a better understanding of cross-cultural differences and generate a higher level of pensamiento &gestin Effective organisations in the international arenaperformanceand rapport. In doing so, members need to become aware of their ownstereotypes, as well as those of the others, and use this information to

better understand the real differences that exist between them. Thiscan then serve as a basis for determining how each individual membercan contribute to the overall effectiveness team. Because members of diverse teams tend to have more difficulty

agreeing on their purpose and task than members of homogeneousgroups, the team leader must help the group to identify anddefine its overall goal. This goal is most useful when it require

members to cooperate and develop mutual respect in carryingout their tasks.

Members must have equal power so that everyone can participatein the process: cultural dominance always is counterproductive. As a

result, managers of culturally diverse teams distribute poweraccording to each person s ability to contribute to the task, not

according to ethnicity. It is important that all members have mutual respect for eachother. This often is accomplished by managers choosing of equalability, making prior accomplishments and task-related skillsknown to the group, and minimizing early judgments based onethnic stereotypes.


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Because teams often have difficulty determining what is a good orbad idea or decision, managers must give teams positive feedbackon their process and output. This feedback helps members to seethemselves as a team, and it teaches them to value and celebrate

their diversity, recognize contributions made by the individualmembers, and trust the collective judgment of the group.

5. CASE STUDIES OF LEADERSHIP IN CREATING

EFFECTIVE ORGANISATIONSThe following examples of leadership are models of Creating

effective organisationthat have leader with many skills such as visionof the future, goodcommunicator and motivator, self-confidence in

decision-making, solve problems, and make good decisions and so on.

For komatsu in 1989 worldwide demand for constructionequipment was down, competition was increasing, and Komatsus

profits were in a steady decline. Tetsuya Katada (Komatsuspresident) saw the situation and decided that Komatsus managersneeded to go out and see the needs and opportunities and operatein a creative and innovative way. In other words, Katada wantedeveryone to stop, and concentrate simply on catching up withCaterpillar (Main competitor).At meetings and discussions, Katada

challenged managers at severallevels to find ways for the company todouble its sales by the mid-1990s.Furthermore, Katada encouragedmanagement at all levels to find newgrowth opportunities through

expanding geographically and leveraging competence. Katadasobjective was to create an organisation that couldattract and stimulate

the best people. In 1979 the chrysler corporation hired Lee Iacocca.

chrysler had a huge inventory of low-mileage cars at a time ofrising fuel prices, and was faced with bankruptcy. Iacocca appealed

to the federal government for aid, gambling that it would notallow chrysler to fail when the national economy was alreadydepressed. Although his request sparked intense debate over therole of government in a market economy, congress in 1980 agreedto guarantee US$1.500.000.000 in loans if the firm could raiseanother US$2.000.000.000 on its own. Iacocca responded by finding


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new sources of credit and by trimming operations, closing plants,and persuading labour unions to accepts layoffs and wages cuts.He then changed the companys emphasis to fuel-efficient modelsand undertook an aggressive campaign that included personal

appearances on television commercials. By 1981 chrysler showeda small profit, and three years later it announced record profits ofmore than US$2.400.000.000.

pepsi co. has benefited from Christopher Sinclairs leadership,which includes the commitment of his followers. In five years,Sinclair tripled the international divisions revenues.

Effective organisations in the international arena

Sinclair encourages his followers to do more than they thought they

could. Moreover, Sinclair talks constantly about change and motivateshis work force to perform. Sinclair could be considered a charismaticleader because he believes in going for broke, and he revs up hismanager to do the same. His followers are enthusiastic to take up thechallenge.

southwest airlines has grown from 198 employees in 1971to 13,000 employees and more than US$2 billion in revenues.southwests success is due to its chief executive Herb Kelleher

that has qualities that make a visionary leader effective. As astrong communicator, he articulates his vision of giving customersexcellent service by expecting employees to help whenever and

wherever they are needed. Moreover, as shown here, he reinforceshis vision by pitching in to help. He is able to extent his vision

to all employees. According to an executive at Northwest AirlinesHerb has somehow managed to get union people to identify

personally with his company. volvo trucks has worked on a global strategy for several decades.

Beginning in the mid-1970s, the company decided to enterthe largest market for trucks, the United States. Over time, thecompany has struggled to get a significant share of the U.S. marketand at the same time integrate operations around the world into atruly global strategy. However, the competitive structure differssignificantly between Europe and the United States, and in spite


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of heavy investments, the global synergies seem far-fetched. Thiscompany illustrates clearly that entry and penetration of a marketis a learning process for Volvo, where the initial strategic logicand underlying assumptions have to be changed several times.

Teaching Purpose: 1) Examines in detail the problems and issuesrelated to entry strategies and global strategies. 2) Looks specificallyat the evolution, however slow, toward global competition in

an industry.

6.MODEL OF CEATING EFFECTIVE ORGANISATION

First of all, the model consists of a reflection on the external

environment(Political/legal, economic, socio-cultural and technology)by management,which will result in a vision, objectives and strategieswhich in turn will betranslated into various processes in the differentdepartments (Personnel,accounting and finance, marketing and

production). The results will be evaluated and feedback will be givento all relevant stakeholders. Leadership in this model is crucial and isvital at all levels of the companyfor the following reasons:a.Motivation of the employees at all levels within the organisationfor instance, motivated to meet their safety needs, recognition,

appreciation, incentives, security, safe working conditions, etc.b. The vision of the leader is important because the organisation

needs to know the right path for the future, for example, identifyingpotential markets and customers, and reducing future risks to thecompany. Moreover, these visions attract and retain good employees

for the different areas within the company.c.Every employee within the organisation must have a leader. The

role of every employee as leader is doing right things, identifyand resolve conflicts, problems that appear in the firm. Moreover,

improve methods and techniques that help the organisation.


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.

A Model of creating effective organisations

Operating Environment of the Organization . [Selected domain operation, size,technology, business environment, cultural and socio-political context]

Organisations choice, goals , stratergy,

various styles of top management

Effectiveness in acquiring resources, values addition

,selection of performance evaluation criteria,obtaining

internal and external support

contribution to larger development al goals

contributionto largerdevelopment al goals

Structure, infrastructure andmanagementSystem

Assessment of performance andSupporting processes:Innovation, performance,institution building,etc

effectiveness


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7.Creating an Ethical Organizational Culture

The content and strength of a culture influence an organization's ethical climate and the

ethical behavior of its members. An organizational culture most likely to shape highethical standards is one that's high in risk. Tolerance, low to moderate in aggressiveness,

and focuses on means as well as outcomes. Managers in such a culture are supported for

taking risks and innovating, are discouraged from engaging in unbridled competition, and

will pay attention to how goals are achieved as well as to whatgoals are achieved.

A strong organizational culture will exert more influence on employees than a weak one. If

the culture is strong and supports high ethical standards, it should have a very powerful

and positive influence on employee behavior.Johnson andJohnson, for example, has a

strong culture that has long stressed corporate obligations to customers, employees, the

community, and shareholders, in that order. When poisoned Tylenol (.a Johnson and

Johnson product) was found on store shelves, employees at Johnsonand Johnson

across the United States independently pulled the product fromthese stores before

management had even issued a statement concerning the tampering. No one had to

tell these individuals what was morally right; they knew what Johnson and Johnson

would expect them to do. On the other hand, a strong culture that encourages

pushing the limits can be a powerful force in shaping unethical behavior.


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For instance, Enron's aggressive culture, with unrelenting pressure on executive to

rapidly expand earnings, encouraged ethical corner-cutting andeventually contributed

to the company's collapse.

What can management do to create a more ethical culture? We suggest a combination of

the following practices:

y Be a visible role model: Employees will look to the behavior of top management as abenchmark for defining appropriate behavior. When senior management is seen as taking

the ethical high road, it provides a positive message for all employees.

y Communicate ethical expectations: Ethical ambiguities can be minimized by creatingand disseminating an organizational code of ethics. It should state the organization's

primary values and the ethical rules that employees are expected to follow.

y Provide ethical training: Set up seminars, workshops, and similar ethical trainingprograms. Use these training sessions to reinforce the organization's standards of conduct,

to clarify what practices are and are not permissible, and to address possible ethical

dilemmas.

y Visibly reward ethical acts and punish unethical ones: Performance appraisals ofmanagers should include a point-by-point evaluation of how his or her decisions measure

up against the organization's code of ethics. Appraisals must include the means taken to

achieve goals as well as the ends themselves. People who act ethically should be visibly

rewarded for their behavior. Just as importantly, unethical acts should be conspicuously

punished.

y Provide protective mechanisms: The organization needs to provide formal mechanismsso that employees can discuss ethical dilemmas and report unethical behavior without fear

of reprimand. This might include creation of ethical counselors, ombudsmen, or ethical

officers.


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8.Creating a Positive OrganizationalCulture

It often difficult to separate management facts from lasting changes in

management thinking, especially early. Creating a positive culture may sound

hopelessly nave or like a Dilbert style conspiracy. The one thing that makes us

believe this trend is her to stay is that there are signs that management practice

and ob research are converging.

A positive organisational culture is defined as a culture that emphasizes building

on employees strengths, rewards more than it punishes, and emphasizes

individuals vitally and growth

Building on employee strengths: a lot of ob and management practice, isconcerned with how to fix employee problems. Although an positive

organisational culture does not ignore problems, it does emphasize showing

workers how they can capitalize on their strengths. As management guru peter

ducker said, Most Americans do not know what their strengths are. When you

ask

Rewarding More Than Punishing There is, of course, a time and place for pun-

ishment, but there is also a time and place for rewards. Although most organiza-

tions are sufficiency focused on extrinsic rewards like pay and promotions, they

often forget about the power of smaller (and cheaper) rewards like praise. Creating

a positive organizational culture means that managers "catch employees doing-

something right." Part of creating a positive culture is articulating praise. Many

managers withhold praise either because theyre afraid employees will coast, or

because they think praise is not valued. Failing to praise can become a "silent

killer like escalating blood pressure. Because employees generally don't ask for

praise, managers usually don't realize the costs of failing to do it.


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Take the example of Elzbieta Gorska-Koiodziejczyk, a plant manager for International Paper's

facility in Kwidzyn, Poland. The job environment at the plant is bleak and difficult. Employees

work in a windowless basement. Staffing is only roughly one-third of its prior level, while

production has tripled. These challenges had done in the previous three managers. So, when Gorska

-Kolodziejczyk took over, she knew she had her work cut out for her. Although she had many

items on her list of ways to transform the organization, at the top of her list was recognition and

praise. She initially found it difficult to give praise to those who weren't used to it, especially men,

but she found over time that they valued it, too. "They were like cement at the beginning, she said.

"Like cement" Gorska-Koladziejczyk has found that giving praise is often reciprocated. One day a

department supervisor pulled her over to tell her she was doing a good job. "This I do remember,

yes," she said.

Emphasizing Vitality and Growth A positive organizational culture emphasizes not only

organizational effectiveness, but individuals' growth as well. No organization will get the best out of

employees if the employees see themselves as mere tools or parts of the organization. A positive

culture realizes the difference between a job and a career, and shows an interest not only in what the

employee does to contribute to organizational effectiveness, but in what the organization does it has

have assessed over thousands of organizations, fully one-third feel they are not learning and

growing on their job. The figure is even higher in some industries, such as banking, manufacturing,

communications, and utilities. Although it may take more creativity to encourage employee growth

in some types of industries, it can happen in the fast-paced food service industry. Consider the case

of Philippe Lescornez and Didier BrynaertPhilippe Lescornez leads a team of employees at Master

foods in Belgium. One of his team members is Didier Brynaert, who works in Luxembourg, nearly

150 miles from Masterfoods's Belgian headquarters. Brynaert was considered a good sales

promoter who was meeting expectations. Lescornez decided that Brynaert's job could be made

more important if he were seen less as just another sales promoter and more as an expert on the

unique features of the Luxembourg market So Lescornez asked Brynaert for information he could

share with the home office. He hoped that by raising Brynaert's profile in Brussels, he could create


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in him a greater sense of ownership for his remote sales territory."I started to communicate much

more what he did to other people [within the company], because there's quite some distance

between the Brussels office and the section he's working in. So I started to communicate,

communicate, communicate. The more I communicated, the more he stated to provide material,

says Lescornez. As a result, "Now he's recognized as the specialist for Luxembourgthe guy who

is able to build a strong relationship with the Luxembourg clients,-' says Lescornez. What's good for

Brynaert, of course, is also good for Lescornez, who gets credit for helping Brynaert grow and

develop.

Limits of Positive Culture Is a positive culture a panacea? Cynics (or should we say

realists?) may be skeptical about the benefits of positive organizational culture. Tobe sure, even though some companies such as GE, Xerox, Boeing, and 3M have

embraced aspects of a positive organizational culture, it is a new enough area that

there is some uncertainty about how and when it works best Moreover, any OB

scholar or manager needs to make sure he is objective about the benefits-and

risksof cultivating a positive organizational culture.

Not all cultures value being positive as much as U.S. culture does, and, even within

U.S. culture, there surely are limits to how far we should go to preserve a positive

culture. For example, Admiral, a British insurance company, has established a

Minisa7 ofFun in its call centers to organize such events as poem writings, foosball,

canker competitions (a British game involving chestnuts), and fancy dress days.

When does the pursuit of a positive culture start to seem coercive or even

Orwellian? As one critic notes, "Promoting a social orthodoxy of positiveness

focuses on a particular constellation of desirable states and traits but, in so doing,

can stigmatize those who fail to fit the template.our point is that there may be

benefits to establishing a positive culture, but an organization also needs to be

careful to be objective, and not pursue it past the point of effectiveness.


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9) Creating Effective Teams

Many have tried to identify factors related to team effectiveness.

However recent studies have organized what was once a veritable

laundry list of characteristics into a relatively focused models about

what makes teams effective .

The key components of effective teams can be subsumed into 4

general categories the first are the resources and other contextual

influences that make teams effective. The second relates to the teams

composition. The third category is work design. Finally, processvariables reflects those things that go on in the team that Influences

effectiveness. What does the team effectiveness mean in the model?

Typically, itbhas included objective measures of the teams productivity

managers rating of the teams performance and aggregate member

satisfaction.


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TEAM EFFECTIVENESS MODEL

CONTEXT

y Adequate resourcesy Leadership n structurey Climateoftrusty Performanceevaluation

and rewardsystem

COMPOSITION

y Abilitiesofmembersy Personalityy Allocating rolesy Diversityy Sizeofteamsy Member flexibilityy Member preferences

WORK DESIGN

y Autonomyy Skill varietyy Task identityy Task significance

PROCESS

y Common purposey Specific goalsy Teamefficacyy Conflict levelsy Social loafing

TEAM EFFECTIVENESS


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The 4 contextual factors That appear to be most significantly related toteam performance are the presence of adequate resources , effectiveleadership, a climate of trust and a performance evaluation and rewardsystem that reflects team contribution

Adequate resourcesTeam are the part of a larger organization system. As such every eachwork team relies on the resources outside the groups to sustain it. Ascarcity of resources directly reduces the ability of a team to perform its

job effectively.

LEADERSHIP AND STRUCTURE

Teams cant function if they cant agree on who is to do what and ensurethat all members contribute equally in sharing the work load. Agreeing

on the specifics of work and how they fit together to intergrateindividual skills requires team leadership and structureCLIMATE OF TRUST

Members of effectiveness teams trust other. And they also exihibittrust in their leaders. Interpersonal trust among team members facilitatescooperation reduces the need to monitor each other behavior and bondsmembers around the belief that others on the team wont take advantageof them.PERFORMANCE EVALUATION AND REWARD SYSTEM

The traditional individually oriented evaluation and reward system must be modified to reflect team performance. Individual performanceevaluation and incentives may interfere with the development of high

performance teams.

TEAM COMPOSITIONThe team composition category include variables that relate tyo howteams should be staffed.

ABILITIES OF MEMBERSPart of team performance depends on the knowledge, skills and abilitiesof its individual members. Its true that we occasionally read about theathletic teams composed of mediocre players who, because of excellentcoaching , determination and precision teamwork beats a far moretalented group of players


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PERSONALITY OF MEMBERS

M any of the dimensions identified in the big five personality modelhave been shown to be relevant to team effectiveness. Team that ratehigher on mean level of conscientiousness and openness to expierence

tend to to perform better . moreover the minimium level of teammembers agreeableness. also matters

10)RECOMMENDATIONS

Within the organisations leadership is crucial at all levels because everyemployee must be a leader as Lee Iacocca, Tetsuya Katada, ChristopherSinclair or Herb Kelleher. All of them have a strong vision of the future

and they are able to extent their vision to all employees. The latter isincredibly important due to every member of the company must knowthe path, goals and objectives of the organisation.Moreover, all leadersmust be a good communicator and motivator as the different leaders thatI mentioned in the examples of effective organisation. Also, leadersmust be self-confidence for convince to the employees about his/hervision and thinking.All leaders must be active at all areas within theorganisation; they mustknow everything about the company such asexternal and internal factors. An aspect very notable in leaders likeIacocca, Katada, Sinclair and Kelleher is that they are charismaticleaders that their ideas, visions can follow by their fellows at any time.They are models of leaders in creating effective organisations.

11)CONCLUSION

As a result of this report we can conclude the following:

Many organisations today are facing dramatic changes in their marketsand technologies. These often require ongoing change to processes, teamstructures and skills to maintain competitive position or meet agreedservice levels.Leadership within the organisation is increasinglyimportant. The limitsof functions of teamwork and leadership and theway in which they areincreasingly expected of people at all levels in the


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hierarchy are, however,new.Every manager needs to be team membersas well as team leaders. Likewise,team members need to be able to shareleadership as appropriate.Democratic styles of leadership are more

probable to produce effective groupperformance. Different style of

leadership may be requiring at different levelof an organisation, itdepends of the situation or environment of the firm.In an effectiveorganization, work is planned out in advance. Planning means setting

performance expectations and goals for groups and individuals tochannel their efforts toward achieving organizational objectives. Gettingemployees involved in the planning process will help them understandthe goals of the organization, what needs to be done, why it needs to bedone, and how well it should be done.In creating effective

organizations, managers and employees have been practicing good performance management naturally all their lives, executing each keycomponent process well. Goals are set and work is plannedroutinely.Progress toward those goals is measured and employees getfeedback.High standards are set, but care is also taken to develop theskills neededto reach them. Formal and informal rewards are used torecognize thebehaviour and results that accomplish the mission.

Creating Effective organisations in the international arena Goodperformance is recognized without waiting for nominations for formalawards to be solicited. Recognition is an ongoing, natural part of Day-to-day experience. A lot of the actions that reward good performance likesaying Thank you dont require a specific regulatory authority.

Nonetheless, awards regulations provide a broad range of forms thatmore formal rewards can take, such as cash, time off, and manynonmonetary items. The regulations also cover a variety of contributionsthat can be rewarded, from suggestions to group accomplishments.

Successful an effective organization in the international arena addressesthe operational and execution issues enterprises face when lookinginternationally for new opportunities: Anticipating the impact of operating globally in economic andoperational terms. Managing the key issues and risks of sourcing and manufacturing


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internationally. Taking advantage of the rapid growth for products and servicesglobally.Attend successful an effective organizations in the internationalarena to develop an action plan for growing, competing, and operating

globally.What is Organizational Effectiveness? (Based on Creating EffectiveOrganizations, 2009) Delighting customers Advancing toward your vision Fulfilling your aspirations Developing your employees and their aspirations Making a positive impact on your community

There are many aspects of leadership, and many traits that good leadersdisplay, for instance: Intelligence, physical attributes such as strength,stamina and courage, good communication, experience, training andrewards (Peter Wear, 2006).

Finally, every creating effective organisations needs leader with manyskills forinstance, a good vision of the future, intelligent, goodcommunicator,motivator, self-confidence, honesty, etc. Ramaswami(2005) argues thatif motivation is low, performers become lethargic.


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Creating Effective ion