|
|
|
|
|
Execution-MiH ENCYCLOPEDIA →
Functional Management →
SECTION - Human Resources Management →
|
CHAPTER -
| Organization Culture |
|
Organization culture represents the way employees view the organizational behavior and also the basis on which they shape their day-to-day conduct. As they say, culture is defined more by its absence that what is. This chapter shares the cultural elements of an execution-focused entity.
|
|
|
|
| |
Topics
|
|
Treating Others with Respect
|
The employee must remember that one needs to give respect in order to be respected back. This is essential to maintain the cohesiveness of the entire team & the organization as well.
|
| |
|
Team-Work
|
Working in a team-formation is an absolute necessity. In the world of business, there are no heroes. No one can be Superman. All good and successful organizations always have teams behind them carrying on the assigned tasks in a planned and scheduled manner. A team can outdo any specialist or super-effective individual who is working alone.
|
| |
|
Trusted First, Respected Later, Loved Last
|
In order to achieve performance excellence and develop effective leadership skills, it is important to focus first on being trustworthy. This takes priority even over respect. If the team trusts you then you can lead them where you want.
|
| |
|
Ethical Profitability
|
Ethical business is good business; period. If an organization wants to grow big and remain big, then ethical conduct is paramount. Sure, it may be not realize the possible gains which it may see in the short run. However, by sacrificing these short term gains, it ensures that there is a long run for it in the first place.
|
| |
|
Stability of thought and Discipline of Action
|
Successful execution-practitioners are stable in their thought. This means that once they decide upon something they stick to it and do not meander around. Besides, they maintain the consistency of the planned schedule with diligence and discipline. This is critical to effective execution.
|
| |
|
Accountability & Ownership as a Leadership Competency
|
Accountability can also be called ownership. Whether be it of a project or day-to-day responsibilities, accountability is a double edged sword. As a leadership competency, it calls upon the employee to take onus, whether of success or of failure. Thus, it forces the employee to be emotionally neutral, since along with the glory & the accolades which success brings it also teaches him/her a lesson in humility in times of failure.
|
| |
|
Entreprenureship as a Leadership Competency
|
Entrepreneurship is about a different mind-set altogether. It is another dimension which can transform the execution horsepower of the employee and quickly transport him/her from where he/she stands today to another pedestal where he/she thinks and acts like a true leader.
|
| |
|
Low-Voice Achievement
|
The employee who truly believes in execution will always have a low-voice signature. He/she is likely to talk less and do more. He/she is quick to arrive at a decision and the execution of it starts immediately. They are also quick to adapt to a change in the situation as well and do it effectively too.
|
| |
|
Persistent & consistent Execution
|
Execution is the name of the game and this in turn depends upon the ability of the employee to stick to the pre-defined plan with sheer determination and consistence. This quality is the one which needs to be developed in the employees if the organization needs to grow big in the long run.
|
| |
|
|
|
|
|
|
|
All Chapters in "Human Resources Management." Section
|
|
|
|
| |
| |
| Back |
