Organizational Performance Doesn't Come Easy – Know the Ropes and Strategies
They say that "quality isn't free" but I'd submit to you that the lack of quality can be even more costly, especially in an organization. All too often we tell managers of nonprofits, government agencies, education, business, and even coaches on sports teams that delegation is essential and that it's okay to allow your players and underlings to fail once in a while. Yes, that's hard to do isn't it, anyone in a leadership position knows this, but I'd like to suggest that insisting on excellence and quality will lead to fewer mistakes, and thus, that mindset needs to permeate an organization. Okay so, let's talk shall we?
There is a very good management book that I'd like you to read, no it's not just for business leaders -it's for anyone and everyone who is in charge of anything. The book reads like a text book from the AMA (American Management Association) but that's okay, because the blueprint is basic and the schematic sound, and if you follow the steps in the book you can lead a quality organization. Yes, this is a book that I do own and it is on my personal book shelf at home. The name of the book is:
"Critical Shift – The Future of Quality in Organizational Performance," by Lori L. Silverman with Annabeth L. Propst, ASQ – American Society for Quality – Quality Press, Milwaukee, Wisconsin, 1999, 294 pages, ISBN: 0-87389-445 -6.
In many regards this book starts where organizational capital management theory ends. The reason I say that is in the first two sections the author discusses "trends and forces affecting organizational performance," and his own theory of the "Starburst Model" where he introduces new concepts and methodologies for quality assurance, problem resolution, and dealing with consumer obsessions. He goes right on to discuss how the implementation of this model will affect your organization whether it is a nonprofit or business, he even gets into government agencies as he discusses the implications for all this in your organization.
Lastly, he notes that organizational performance with a strong trend towards quality is a lot like a business plan that isn't so much about the plan itself but the process of ongoing planning – that is to say that organizational performance and the future shift towards quality is a moving target and an ongoing process. It would be hard to refute any of the evidence put forth in this book because it is obvious that these methods work. Therefore I highly recommend this book to anyone who wants to improve quality in their organization's performance. Stand for excellence, read this book. I hope you will please consider all this and think on it.