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If water coolers could talk ... organizational efficacy

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Employee level concerns are inadequate for organizational level transformation.

Published in: Economy & Finance, Business
  • What makes critical employees stay? Confidence in their organization. Great deck, James. (love the quote from Mr. Spock too!)
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If water coolers could talk ... organizational efficacy

  1. 1. If water coolers could talk … Dr. Jim Bohn Pro/Axios Minneapolis, MN USA “If they only knew what people are saying …” Organizational Efficacy: A new way diagnose and transform organizations.
  2. 2. When people talk, what do they say about your organization’s ability to manage challenges? I’m not sure … things seem a bit rocky. How do you think we’re doing these days?
  3. 3. Organizational Reality: People personify their organization Eisenberg, Perceived Organizational Support “… the personified organization is a widespread subjective experience.” People see their Organization as a person with capabilities and challenges. People know whether their organization has what it takes.
  4. 4. Organizational Reality: Organizations face increasing pressures from: 1. Stock market anomalies, 2. Loss of key leaders, 3. Changes in market share, 4. Ongoing organizational change, and 5. Competitive innovation.
  5. 5. Organizational Reality: Organizations are often siloed. Teams and departments withhold data to protect turf. Organizations often rely on one or two star players to get the work done.
  6. 6. Yet organizations do not evaluate themselves at the Organizational Level They use tools which evaluate Organizations from the perspective of the individual.
  7. 7. How have organizations been evaluated in the past? Organization Based Self-Esteem Organizational Citizenship Organizational Climate Organizational Commitment
  8. 8. The Emphasis is on the individual … Organization Based Self-Esteem Organizational Citizenship Organizational Climate Organizational Commitment Employee Engagement
  9. 9. The Emphasis is on the individual … What’s in it for me?
  10. 10. tremendous successes, like everything in organizational practice, what was once a winning strategy can become a hindrance. What’s in it for me?
  11. 11. Employee level concerns are inadequate for organizational level transformation. What’s in it for me?
  12. 12. “The needs of the many outweigh the needs of the one.” ~ Spock.
  13. 13. Organizational Possibilities … Imagine how much more organizations could accomplish … if they could measure how employees view their Organization.
  14. 14. To be excited about the direction of the company. http://www.workplacedynamics.com/blog/great-workplaces/the-2-things- employees-most-want-in-the-workplace/ “My company is effectively managed and well run.” OD Practitioner, (2013), A study by Alan Church, (45, 2). The things employees most want in the workplace:
  15. 15. What makes employees stay with an organization? Confidence in the organization Employees need to feel they work for a well-led organization that is heading in a positive direction. Hay Group ©2013 Hay Group. Preparing for Take Off White Paper
  16. 16. Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring. Why Top Talent Leaves: Top 10 Reasons Boiled Down to 1 Erika Andersen, Contributor FORBES What makes employees leave organizations?
  17. 17. It is the organizational level that matters! Measuring the collective employee perceptions of an organization’s ability to perform in the face of stress is called Organizational Efficacy.
  18. 18. Enter Organizational Efficacy Developed in the context of real organizations. The 17 item Organizational Efficacy scale is easy to use and has been statistically validated and tested in a variety of contexts. Bohn, J. “Development and Exploratory Validation of an Organizational Efficacy Scale” was published by HRDQ, a top journal in the field of Organizational Psychology (vol. 21, no. 3, Fall 2010).
  19. 19. European research into Organizational Efficacy “Organizational Efficacy is related to organizational commitment, confidence in their organization to maintain leadership over competitors, to cope with market challenges, to succeed with clients …” (p. 194). Petitta and Borgogni, European Psychologist, 2011, 16(3) 187-197. Differential correlates of Group and Organizational Collective Efficacy.
  20. 20. Here’s the Big Difference between OE and other Organizational Analysis tools:
  21. 21. Organizational Efficacy measures these employee perceptions: Do we know where we’re going? Can we work together? Can we stay the course in the face of obstacles?
  22. 22. What does the research show? OE impacts the work environment. Organizations with higher OE have 25% higher job satisfaction, and 15% higher Overall Well-Being scores. Capone & Petrillo (2013). In press. ITALIAN ADAPTATION AND VALIDATION OF ORGANIZATIONAL EFFICACY SCALE BY BOHN, 2013
  23. 23. What does the research show? OE impacts business outcomes. There is a .5 correlation between Organizational Performance and OE. Stephan Liozu. Organizational Confidence for Pricing and It’s Consequences on Relative Firm Performance. Case Western University, November 2011.
  24. 24. What should leaders do? If your organization doesn’t know where it’s going, help it find it’s way! If you have leaders who persist in non-cooperation, retrain (or remove) them. Reward persistence!
  25. 25. Find out what your water coolers would say … Improve Organizational Efficacy. Transform your organization.
  26. 26. Pro/Axios Offering plainspoken guidance for those who do the work.  Check out the Rapid Diagnostic @ www.ProAxios.com  info@proaxios.com  651-302-1574  Minneapolis, MN, USA 8/27/2013 Organizational Insight Leading to Organizational Transformation

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