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Today’s episode is a rerun of episode 011, first published April 15, 2016.

In this episode I discuss the benefits of organizational effectiveness, and in particular, examples of benefit exchanges at the supply/demand interface (i.e., between the organization and its environment).

Charles G. Chandler, Ph.D.
[email protected]

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Today’s episode is a rerun of episode 010, first published April 8, 2016.

In this episode I discuss the widespread prevalence (but low recognition) of ‘efficiencyism’ in organizations, that is, a belief in the tenets of efficiency without questioning its assumptions and consequences in specific circumstances. ‘Efficiencyism’ often holds organizations back from realizing their true potential for three reasons: 1) systems theory tells us that an efficiency improvement in one part of an organization does not necessarily provide an improvement in the performance of the organization as a whole; 2) elevating efficiency to a sacred value (to be pursued at all costs) often leads to counterproductive actions at the first sign of financial trouble, such as layoffs, downsizing, and general efforts to do “more with less”; and 3) ‘efficiencyism’ seldom works, because organizations are complex human systems that can react in unpredictable ways when disturbed.

The stories offered by this episode illustrate that organizational dysfunction may be a common emergent phenomenon under ‘efficiencyism’. To overcome ‘efficiencyism’, organizations need to understand and monitor their effectiveness in real time before undertaking efficiency improvement efforts.  See episode 009 for an introduction to the concept of effectiveness.

Charles G. Chandler, Ph.D.
[email protected]

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This week’s episode is a rerun of episode 009, first published April 1, 2016.

In this episode I discuss a question that is central to this podcast, “What is organizational effectiveness?”  It is an interesting story, and you will want to tune in.

Models of organizational effectiveness that are discussed:

1. The goal model
2. The system resource model
3. The internal congruence or efficiency model
4. The human relations model
5. The multiple constituencies model
6. The outcome-focused model

Reference:  Chandler, Charles G. 2015.  “Organizational Effectiveness:  Replacing a Vague Construct with a Defined Concept”.  Academy of Management Proceedings.  2015: 11023.

Charles G. Chandler, Ph.D.
[email protected]

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This week’s episode is a rerun from episode 001, first published February 4, 2016.

In the first, introductory episode I discuss the nature of the podcast, what it is expected to include in coming episodes, and introduce a manifesto for The Age of Organizational Effectiveness.

I believe that the goal of every organization is to be effective within its environment; effectiveness confers all that an organization needs to survive and thrive. What is effectiveness, you may ask? It is about converting an organization’s supply-side intentions (to serve its environment through its offerings) into expected demand-side behaviors (i.e., uptake, adoption or use of the offerings).  While even a drug cartel can be effective, beneficial organizations guarantee and ensure that positive values are expressed within their processes. The principles of effectiveness are applicable to all organizations — including business, government, and nonprofit. Serve your environment & be rewarded in return.

Charles G. Chandler, Ph.D.
[email protected]

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In this episode, I discuss the need to figuratively set watchtowers over your environment to continuously verify that product and service offerings are effective, and to detect when parts of the environment are changing.

Charles G. Chandler, Ph.D.
[email protected]

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In this episode, I discuss meaningfulness in organizations. The theme of the upcoming annual meeting of the Academy of Management (AOM) for August 2016 (Anaheim, CA) is “Making Organizations Meaningful”, and we will try to get an early start on it here. Tune in for what may be a unique take on this topic. I hope to report on the actual AOM conference at a later date.

Charles G. Chandler, Ph.D.
[email protected]

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In this episode, I take a look at the idea of “shared value”, introduced by Michael Porter and Mark Kramer in 2011, and consider whether it has lived up to its original promise, that is, to reinvent capitalism.

Charles G. Chandler, Ph.D.
[email protected]

References:
1. Porter M. & Kramer M. 2011. “Creating Shared Value”. Harvard Business Review, January-February 2011, pp.63-77.

2. Porter M. et.al. “Measuring Shared Value”. FSG, Inc. [no date].

3. Denning S. “Why Shared Value Can’t Fix Capitalism”. Forbes, Dec. 20, 2011.

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In this episode, I consider whether a paradigm shift is underway in management thought. The original inspiration for this question came from a couple of articles that Steve Denning wrote in Forbes, during the period 2011-2012. The traditional management model has roots in Taylorism (1911).  I discuss the differences between traditional management (based on Taylorism, the goal model, and other influences) and Denning’s “Radical Management”. I also suggest that some ideas from this podcast series can be rolled into a new approach I am calling “Management by Effectiveness” [you can hear about it for the first time]. Please tune in to find out what form a paradigm shift might take, and whether or not it is happening.

Charles G. Chandler, Ph.D.
[email protected]

References:
1. Denning, Steven  2012. “Don’t miss the paradigm shift in management…it’s happening”. Forbes (on-line), October 31, 2012.

2. Denning, Steven 2011. “The Five Big Surprises of Radical Management”. Forbes (on-line), July 8, 2011.

3. Taylor, F.W. 1911. The Principles of Scientific Management. Dover Publications: Mineola, NY (1998 edition).