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Building Alignment to Improve Organizational Effectiveness
Author(s) -
Rieley James B.
Publication year - 2014
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21559
Subject(s) - analogy , shareholder , process management , process (computing) , business , key (lock) , organizational culture , plan (archaeology) , computer science , knowledge management , marketing , management , economics , computer security , corporate governance , philosophy , linguistics , archaeology , finance , history , operating system
How can business leaders ensure that their organizations are able to meet rising customer expectations, deal with ever increasing regulatory demands, and anticipate and offset competitive threats—all while satisfying the expectations of their shareholders and employees? The answer to meeting these challenges lies in the effectiveness of the organization's decision‐making process; and the key to ensuring organizational effectiveness is to create an environment in which there is a high level of organizational alignment. Two techniques—cause‐and‐effect diagramming and the “vehicle analogy” line of questioning—can be used to yield insights into how employees at all levels view not only the organization, but also how their own contributions help it accomplish its objectives. Those findings are crucial to the development of a sound and effective strategic plan. ©2014 Wiley Periodicals, Inc.