This book offers a comprehensive approach to organizational excellence based on the author’s vast experience in managing excellence at highly innovative and dynamic organizations. It integrates various approaches into a consistent view of achieving excellence in the context of dynamic technological and societal developments. Starting from purpose and mission, it describes stakeholder mapping and analysis, and process and quality management. In turn, it sheds light on how to deal with business dynamics of various types and demonstrates how quantum-mechanical models can help to understand and manage dynamic organizational processes. The book then introduces readers to result measuring and performance management, followed by organizational learning and rewards and recognition. Moreover, it discusses (innovation) ecosystem leverage and organizational culture management as further important capabilities of excellent organizations. Best practices in corporate social responsibility and environmental, social and governance aspects are fully integrated throughout the book, which concludes by explaining how the UN Sustainable Development Goals can be applied to optimize business initiatives.
The book is intended as a source of inspiration for managers working under highly dynamic organizational conditions, helping them take their businesses to higher levels. It also provides valuable industrial insights for scholars with an interest in organizational excellence.
Author(s): Albert Ferdinand Aalders
Series: Management for Professionals
Publisher: Springer
Year: 2023
Language: English
Pages: 227
City: Cham
Preface
Contents
About the Author
Abbreviations and Acronyms
List of Figures
List of Tables
1: Introduction
1.1 Pursuing Excellence
1.2 Having a Purpose, Defining a Mission
1.3 Contextual Influence
1.4 The Changing Nature of Organizations
1.5 Overview
References
2: The Basics
2.1 About Excellence and Quality
2.2 The Business Management System
2.3 Stakeholder Mapping and Analysis
2.4 Stakeholder Influence
2.5 Business Processes and their Coordination
References
3: The Dynamics
3.1 Dealing with Dynamics: A Simple Example
3.2 Sources of Change
3.3 Corrective and Preventive Action
3.4 Change Management
3.5 (Continuous) Improvement
3.6 Transformation
3.7 Developing the Change Agenda
References
4: Measuring (Results)
4.1 Introduction
4.2 Balanced Scorecard
4.3 Applying Dashboards
4.4 Definition of KPIs
4.5 Measuring Perceptions and Employee Feedback
4.6 Measuring Effort
References
5: Organization Learning
5.1 The Importance of Learning
5.2 Applying the BMS
5.3 Embedding the Learning
Projects and Business Processes
5.4 Stimulating Business Intelligence
5.5 Knowledge Management and Communication Practices
5.6 BMS Maturity and Overall Structure
5.7 Innovation Culture
References
6: Reward and Recognition
6.1 Results First
6.2 The Overall Reward System
6.3 Dealing with Change and Transformation
6.4 The Force of Recognition
6.5 External Recognition
References
7: Ecosystem Leverage
7.1 Ecosystem Relevance
7.2 The Brainport Innovation Ecosystem
7.3 Co-creating the Ecosystem
7.4 The Culture Change Involved
7.5 What about Effectiveness?
References
8: Cultivating Excellence
8.1 The Importance of Organization Culture
8.2 Value Creation for Stakeholders
8.3 Creating Value Sustainably
8.4 Collective Responsible Governance
8.5 Cultivating Openness
8.6 Integrating the Building Blocks; Connecting the Dots
References
Appendix: Building Blocks of Excellence
Index
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