Case Study

 Prepare a brief case study of any organization you are personally familiar with,
applying the concepts and theories you have learnt in this course.
 The case study should highlight the different factors that contribute to making the
organization what it is today in terms of its structure, culture, processes, functioning
and effectiveness, in the context of its environment and external situation.
 What changes in the design of the organization would you suggest to enhance its
effectiveness as an organization?
 Word Limit: 1200 words
 What changes in the design of the organization would you suggest to enhance its
effectiveness as an organization?
 Appreciate Resources, People,
Address Organization Strategy and Objectives
Once there is a good understanding of the value chains, the second step will address strategy
and objectives of the organization. The identified core process must align to the strategy and
objectives. But, which one needs to be done first: strategy or value chain? The presented
methodology should not be considered in sequence. Until an equilibrium is achieved, there is
a back and forth between strategy and objectives and th
Align Organizational Structure to the Strategy
The final step is to align the organizational structure to the strategy. By reviewing a strategic
plan, one will find some noble objectives and initiatives. However, when mapping these
objectives with the organizational structure, one can identify discrepancies. Often, different
organizational units don’t map to the strategy or are not affected by the strategic plan. In
many cases, each organizational unit picks what it deems its main concern out of the overall
strategic plan.A differentiator of an effective organization is the capability to engage all
organizational units to participate and contribute in making the municipality the best it can
be.
Measuring Results against Strategy
To ensure ongoing success, organizational effectiveness needs to be measured, and there are
different techniques that can be used. The most popular one is the balanced scorecard, which
measures customer-facing internal organizational performance through learning and
improvement, and uses financial criteria in order to establish a holistic view that indicates
how effectively the municipality is functioning. To ensure that management stays on track
according to its strategic plan, the balanced scorecard must be linked to strategy.
5. Continuous Improvement
Finally, to achieve organizational effectiveness, the organization must demonstrate a
willingness to continuously improve its processes. This will require feedback techniques,
internal and external communication channels, and that suggestions for improvement are
taken seriously. If nothing ever changes, people will develop apathy toward the organization,
leading to stagnation and ineffectiveness
Oust ineffective, traditional performance reviews.
There are multiple issues with traditional, yearly performance review models. For one
thing, assessing performance once per year is ineffective and doesn’t provide ample
opportunities for employees to improve. There is little actionable feedback provided, and
moreover, it’s not given in real-time, so the underperformance or bad behavior has already
gone on unnoticed for far too long. That’s bad for both your company and your employees’
performance.
Identify and praise exceptional talent.
As indicated above, appraising performance against the Bell Curve is problematic. But when
it comes to identifying star performers, the Bell Curve can be helpful. In most cases, 10% of
employees make up the lowest rankings, and 10% make up the highest
Use OKRs to effectively align individual objectives with corporate goals.
One of the most efficient ways to improve performance and make it easier to manage is by
linking individual’s contributions to the highest company priorities. OKRs (objectives and
key results) promote cascading alignment by ensuring that CEO-level goals are being
accomplished because each employee’s efforts are supporting those business goals.
Develop a continuous feedback loop.
To exchange feedback on performance regularly, you must communicate with your people on
a weekly basis. Part of this exchange can be a weekly check-in. Weekly employee progress
reports are also a great way to keep the lines of communication open.
T`urn your managers into coaches.
All managers should be focused on improving their employees’ strengths through coaching.
Unfortunately, almost half of managers spend less than 10% of their time coaching their
team. It’s no surprise, then, that only 28% of employees feel that their managers hold
effective discussions about performance (source: Forbes).
To be good coaches, managers should keep performance feedback focused on the future as
much as possible. Punishing for past mistakes or underperformance doesn’t facilitate fu
Develop an effective way to measure success.
Once you’ve replaced the annual review with a continuous approach to performance
management, you’ll still need a way to answer these two questions: Is performance
management happening, and is it working effectively?
If you’ve chosen to implement weekly progress reports, it should be easy to identify whether
or not performance management is happening regularly. If reports are being completed and
there is an ongoing exchange about performance among managers and their direct reports,
then it is indeed happening.

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 Prepare a brief case study of any organization you are personally familiar with,

 Word Limit: 1200 words

 Appreciate Resources, People,

Address Organization Strategy and Objectives

Align Organizational Structure to the Strategy

Measuring Results against Strategy

Oust ineffective, traditional performance reviews.

Identify and praise exceptional talent.

Use OKRs to effectively align individual objectives with corporate goals.

Develop a continuous feedback loop.

T`urn your managers into coaches.

Develop an effective way to measure success.

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