Shift Organizational burnish to Improve Organizational Performance By Bryan Adkins, Sr., and Cindy Stewart As the CEO of a nonprofit organization, you have your give ideas and vision for where you want to take the organization, but will your faculty and board come along? Will the organization be able to make the shift necessary to get thither? Will old habits, behaviors, and practices support or inhibit your competency to make changes? Where do you start? To move the organization in new delegations and to engage everyone in the process, you must first image the current culture of the organization. Is it a team-oriented workplace? Does everyone have a clear understanding of the associations vision, values, and strategies? Are the skills needed to relieve services today in place, and be new skills macrocosm developed for the organization to be successful in the approaching? Linking culture and performance In 1999, shortly after take a new CEO, the Family Health Council of Central Pennsylvania, Inc., in Lancaster took the Denison Culture survey to determine the organizations strengths and weaknesses, or more specifically, to tax cultural attributes and connect them to particular performance measures.
This survey looks at four cultural traits-mission, involvement, adaptability, and consistency- individually with three measurable attributes. 1. Mission is the phase to which the organization and its members know where they are going, how they intend to get there, and how each individual can contribute to the organizations success. (Attributes: vision, strategic direction and intent, and goals and objectives) 2. Involvement is the degree to which individuals at all levels of the organization are engaged in pursuit of the mission and work in a collaborative manner to fulfill organizational objectives. (Attributes: faculty development, team orientation, and empowerment) 3. Adaptability is the ability of the company to scan the external milieu and respond to... If you want to get a full essay, prepare it on our website:
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