Corporate attitude and behavior are the end product of collected wisdom, filtered and passed down organizational hierarchy as shared core beliefs, values, assumptions, notions, and persistent action patterns.
People engagement: Generally speaking, employee engagement rate is considerably very low in most companies across the vertical industry. The top down command and control leadership style, the overly rigid organizational hierarchy, the annual review type of one-way performance management practices are all the very causes behind low morality or lack of innovation. If quite a few employees are disengaged then probably you have to re-evaluate the organizational management which is preventing these employees from actively participating, and hence, they are disengaged.
Seeing is believing, observing people’s attitude and performance when the managers are not around. Unless extremely self-motivated or driven, people will likely be disengaged if they don’t feel connected, accomplished, or they are left out of the extended team and cannot see the difference they make to the company’s bottom-line performance and long term growth potential. It’s important to apply interdisciplinary lens to understand psychology of people on how they would like to perform and contribute; it’s necessary to leverage workforce analysis for improving human capital management effectiveness; it’s also great the rejuvenate an open environment in which people are encouraged to think and do things on their own way, enhance self-management discipline to improve organizational agility and maturity.
Customer satisfaction: The purpose of an organization is to create customers. Therefore, customer satisfaction is always one of the most critical parameters in assessing and improving organizational reputation and brand. However, too many people in traditional organizations think that the customer is not in their territory. The customer is everyone's business and if a group of departments does not embrace people-centric mindset, then the process is destined to not reach exceptional performance.
Improving customer satisfaction starts with the front doors, especially those that have direct contacts with external customers. They are the closest to the customer's pulse and if they are willing to listen, they can hear the customers’ heart beating. Customer savvy staff are in demand to do research on the needs and wants of customers by asking them need-based, issue-based or gap-finding questions; then, follow-up with clarification of questions to get the clue on how to provide great products or services. Exceptional customer service requires visionary leadership that builds and rewards an organizational culture focused on putting the customer at the center of every employees' short and long term business purpose. The senior executive & top management sets the tone and expectation throughout the organization.
Coherence of decision-making: Business leaders and professionals need to make decisions all the time. As a matter of fact, there are so many reasons why decisions could be bad, the effort should be to focus on the most dangerous causes of bad decision-making. The issue is that decision-making is not an event, but a capability underpinned by a series of interrelated processes or steps. Using the traditional ways of working in the silos and through the rigid processes simply won't produce the input for the decision-makers. Sometimes the worst decisions are made with the best of intentions. There are quite a few decision-making pitfalls, such as communication/decision bottleneck, out of the dated process, information, procedure, practice, culture, politics or leadership style, etc.
There is misinformation and incoherence in decision-making across the organizational hierarchy. Not to mention that there is the risk that a decision is being made for reasons of popularity rather than logic. Any decision made needs to be applicable in a timely manner. The decision-making always contains a part of the risk, and there is no sufficient information for certain decision-making due to uncertainty and unpredictability. But timing is everything. Deferring decision-making is an essential aspect of human factors, putting off making decisions till tomorrow that is needed today is one of the signs of dysfunctional management and causes more issues than what you think. From top-down, it’s important to build a workforce that is decisive, credible, and accountable in what they think and do via the lens of coherence and consistency.
Organizational attitude and behavior are the end product of collected wisdom, filtered and passed down organizational hierarchy as shared core beliefs, values, assumptions, notions, and persistent action patterns. It’s important for the management to keep reviewing, reflecting, and rejuvenating to lift the organization up to the next level of digital maturity.
Seeing is believing, observing people’s attitude and performance when the managers are not around. Unless extremely self-motivated or driven, people will likely be disengaged if they don’t feel connected, accomplished, or they are left out of the extended team and cannot see the difference they make to the company’s bottom-line performance and long term growth potential. It’s important to apply interdisciplinary lens to understand psychology of people on how they would like to perform and contribute; it’s necessary to leverage workforce analysis for improving human capital management effectiveness; it’s also great the rejuvenate an open environment in which people are encouraged to think and do things on their own way, enhance self-management discipline to improve organizational agility and maturity.
Improving customer satisfaction starts with the front doors, especially those that have direct contacts with external customers. They are the closest to the customer's pulse and if they are willing to listen, they can hear the customers’ heart beating. Customer savvy staff are in demand to do research on the needs and wants of customers by asking them need-based, issue-based or gap-finding questions; then, follow-up with clarification of questions to get the clue on how to provide great products or services. Exceptional customer service requires visionary leadership that builds and rewards an organizational culture focused on putting the customer at the center of every employees' short and long term business purpose. The senior executive & top management sets the tone and expectation throughout the organization.
There is misinformation and incoherence in decision-making across the organizational hierarchy. Not to mention that there is the risk that a decision is being made for reasons of popularity rather than logic. Any decision made needs to be applicable in a timely manner. The decision-making always contains a part of the risk, and there is no sufficient information for certain decision-making due to uncertainty and unpredictability. But timing is everything. Deferring decision-making is an essential aspect of human factors, putting off making decisions till tomorrow that is needed today is one of the signs of dysfunctional management and causes more issues than what you think. From top-down, it’s important to build a workforce that is decisive, credible, and accountable in what they think and do via the lens of coherence and consistency.
Organizational attitude and behavior are the end product of collected wisdom, filtered and passed down organizational hierarchy as shared core beliefs, values, assumptions, notions, and persistent action patterns. It’s important for the management to keep reviewing, reflecting, and rejuvenating to lift the organization up to the next level of digital maturity.
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