Developing and enhancing oe at gold fieldsShane Hodgson
1) The document discusses developing organizational effectiveness at Gold Fields using the Burke-Litwin model as a framework. This model distinguishes between transformational factors like mission, leadership, and culture, and transactional factors like structure, systems, and climate.
2) Adopting a "constituency approach," the model will be used to assess how well Gold Fields achieves its goals and satisfies multiple stakeholders.
3) Transformational factors are influenced by the external environment and drive changes in transactional factors like management practices and employee performance.
Chapter 2 - the Firm and its EnvironmentJOMAR NARVAS
The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning, organizational culture, economic development phases, types of business organizations, and competitive forces that influence industry competition.
Here are definitions for the terms in the activity:
Environmental Scanning - The systematic monitoring of the major external and internal forces impacting an organization to help improve decision making.
External Business Environment - Factors outside of an organization's control that may affect its performance and decision making. Includes economic, technological, political, cultural, demographic, and natural forces.
Internal Business Environment - Factors within an organization's control that may affect its performance and decision making. Includes resources, employees, management, organizational culture, etc.
Inflation - A general and continuous rise in prices in an economy.
Interest Rates - The cost or price paid to borrow money, expressed as a percentage of the principal loan amount.
Environmental scanning is the process of examining internal and external factors that influence an organization's performance. It identifies strengths, weaknesses, opportunities, and threats to answer what may come in the future and how it will impact the business. The process involves identifying influential factors, scanning them critically, analyzing their effects on different business levels, and forecasting the impact of environmental changes to enable identifying opportunities, tapping resources, coping with changes, and improving planning and performance.
The document discusses the total environment of a firm, including its internal and external environments. It analyzes the firm's internal environment through a value chain analysis and resource-based view. This includes examining the firm's primary and support activities in the value chain as well as its tangible, intangible, and organizational resources. It then discusses analyzing the external environment, including environmental scanning, monitoring, forecasting, and a SWOT analysis. It outlines the general environment segments of demographics, sociocultural, political/legal, and technological factors.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Internal Factors Affecting Business Environment . pptHarshil Shah
Internal factors relate to aspects within an organization that are generally controllable, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, marketing resources, and financial resources. These internal factors directly impact the organization and can be altered or modified by management. Examples provided include organizational structure, composition of the board of directors, employee policies, and reputation.
The document discusses the role of strategic direction in organisational design. It states that once top management plans a new strategy, an analysis of internal strengths/weaknesses and external opportunities/threats is performed according to the organisational design. The choices made in setting strategy and organisational design ultimately determine organisational effectiveness. All policies, procedures and the internal/external environment are interlinked, so a change in one area can impact others.
Developing and enhancing oe at gold fieldsShane Hodgson
1) The document discusses developing organizational effectiveness at Gold Fields using the Burke-Litwin model as a framework. This model distinguishes between transformational factors like mission, leadership, and culture, and transactional factors like structure, systems, and climate.
2) Adopting a "constituency approach," the model will be used to assess how well Gold Fields achieves its goals and satisfies multiple stakeholders.
3) Transformational factors are influenced by the external environment and drive changes in transactional factors like management practices and employee performance.
Chapter 2 - the Firm and its EnvironmentJOMAR NARVAS
The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning, organizational culture, economic development phases, types of business organizations, and competitive forces that influence industry competition.
Here are definitions for the terms in the activity:
Environmental Scanning - The systematic monitoring of the major external and internal forces impacting an organization to help improve decision making.
External Business Environment - Factors outside of an organization's control that may affect its performance and decision making. Includes economic, technological, political, cultural, demographic, and natural forces.
Internal Business Environment - Factors within an organization's control that may affect its performance and decision making. Includes resources, employees, management, organizational culture, etc.
Inflation - A general and continuous rise in prices in an economy.
Interest Rates - The cost or price paid to borrow money, expressed as a percentage of the principal loan amount.
Environmental scanning is the process of examining internal and external factors that influence an organization's performance. It identifies strengths, weaknesses, opportunities, and threats to answer what may come in the future and how it will impact the business. The process involves identifying influential factors, scanning them critically, analyzing their effects on different business levels, and forecasting the impact of environmental changes to enable identifying opportunities, tapping resources, coping with changes, and improving planning and performance.
The document discusses the total environment of a firm, including its internal and external environments. It analyzes the firm's internal environment through a value chain analysis and resource-based view. This includes examining the firm's primary and support activities in the value chain as well as its tangible, intangible, and organizational resources. It then discusses analyzing the external environment, including environmental scanning, monitoring, forecasting, and a SWOT analysis. It outlines the general environment segments of demographics, sociocultural, political/legal, and technological factors.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Internal Factors Affecting Business Environment . pptHarshil Shah
Internal factors relate to aspects within an organization that are generally controllable, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, marketing resources, and financial resources. These internal factors directly impact the organization and can be altered or modified by management. Examples provided include organizational structure, composition of the board of directors, employee policies, and reputation.
The document discusses the role of strategic direction in organisational design. It states that once top management plans a new strategy, an analysis of internal strengths/weaknesses and external opportunities/threats is performed according to the organisational design. The choices made in setting strategy and organisational design ultimately determine organisational effectiveness. All policies, procedures and the internal/external environment are interlinked, so a change in one area can impact others.
The document discusses the external environment that affects businesses. It defines the external environment as factors outside a business's direct control that can indirectly influence it. The external environment is divided into the micro and macro environment.
The micro environment includes factors close to the business like customers, employees, suppliers, shareholders, media, and competitors that directly impact operations. The macro environment comprises broader forces like political, economic, social, technological, legal, environmental, and ethical factors influencing the context for a business. Both the micro and macro environments are important for a business to understand to adapt to its surroundings.
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
Firm which systematically analyzed and diagnose the environmentReeshabh Chaudhary
The document defines business and business environment. It discusses the characteristics, objectives, and importance of objectives for businesses. It also outlines some uses of analyzing the business environment, including being aware of environmental factors, identifying risks and opportunities, and its usefulness for managers. The conclusion states that firms that systematically analyze the environment are more effective than those that do not, as it allows them to anticipate opportunities and develop strategies to their advantage.
Chapter 2 The Firm and Its Environment lesson 1GLADS123
This document provides an overview of key concepts relating to a firm's environment and environmental scanning. It defines the external and internal business environments and lists their major components. The external environment includes economic, sociocultural, political-legal, demographic, technological, and ecological factors. The internal environment comprises a firm's resources. The chapter will cover identifying environmental forces, local and international business contexts, economic development phases, and business organization forms. Environmental scanning techniques like SWOT analysis and benchmarking are also introduced.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
Management Topic : Business Case Analysis-Organisational Governance(rev1)MNC
This document provides a case analysis of the organizational and governance structures of Oil Search and Sandvik. It analyzes their structures, environmental factors that influence performance, and top risk factors. Oil Search focuses more on soft skills and board governance, with an emphasis on social responsibility. Sandvik prioritizes hard skills and operational controls through a shared values framework. Both aim to mitigate risks like negligence, conflicts of interest, and nepotism through transparency and accountability. The document concludes more could be done to incorporate technology and continuous improvement into governance processes.
Brief idea about what actually Business Environment mean and the types of Environment viz internal and external environment and limiting factors that affect BE. Add on is the Case study of Nokia giving an overview of business environment factors that led to its failure.
Notes for mba (strategic management) unit isnselvaraj
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
The Relationship between Board Tenure and Financial Performance. The Allegian...IJMREMJournal
PURPOSE: The purpose of this paper was to examine the relationship between the tenure of the board and
financial distress of listed firms in Kenya.
DESIGN/METHODOLOGY: The research design used in this study was exploratory design. The study employed
panel regression analysis and simultaneously used pooled regression and random effects on sample size of 57
listed firms in Kenya during the period of 2007-2016.
FINDINGS: The study found that board tenure was found to be negatively and significantly related to financial
performance (β=-0.091; p<0.01).
THEORETICAL IMPLICATIONS: This study adds value to theory by studying the effect of tenure on
financial performance by updating empirical literature from a developing country.
ORIGINALITY: The paper fills an important gap in academic literature by providing insights into the role of
board tenure in performance of firms particularly in developing economies. In addition, given the increasing
collapsing of companies in developing nations, this paper provides policy makers with evidence on the
implications of board composition on financial distress.
This document provides an overview of management and managers. It begins by defining management and identifying the basic managerial functions of planning, organizing, leading, and controlling. It describes the three levels of managers and the different skills required at each level. The document also discusses major changes in the 21st century that will impact management, such as increasing globalization, diversity, and the growing importance of intellectual capital. It provides context on the roles and responsibilities of functional and general managers.
The document discusses the internal and external factors that affect businesses. It defines the internal environment as controllable factors like employees, management, and financial resources. The external environment includes uncontrollable macro factors in the political, economic, social and technological areas (PEST analysis) like regulations, economic conditions, and technology. Examples of each factor are provided. The document also explains SWOT analysis and how it involves analyzing strengths, weaknesses, opportunities, and threats both internally and externally. Businesses must consider these environmental factors to avoid threats and take advantage of opportunities.
The document discusses the internal environment of a business organization. It states that the internal environment includes factors that are under the control of the organization, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, and marketing and financial resources. It provides details on each of these internal factors, describing how they can influence the growth and success of the organization.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
This document discusses the role of corporate boards and governance. It outlines that boards are responsible for major policy, strategic, and financial decisions. They oversee CEO performance and risk management. Boards should have a mix of skills and regularly assess their performance. The role of the company secretary is also described, which includes administrative and compliance duties. Non-executive directors are seen as important to provide external perspectives and balance to boards. Independence of non-executive directors is emphasized.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
The document discusses the views of management as either omnipotent or symbolic. The omnipotent view holds managers directly responsible for success or failure, while the symbolic view sees external factors as constraining managers' influence. It also covers organizational culture as shared meanings and beliefs that guide member behavior. Strong cultures with deeply held values aid commitment and performance. Culture is established by founders and top management and passed to new members. The external environment of specific and general forces also shapes managerial decisions and introduces uncertainty. Managing stakeholder relationships is important for organizational performance and ethics.
This document provides an overview of business and its environment. It begins by defining business and describing the different types, including commerce, industry, and services. It then discusses the objectives of business firms, which include profit-making, growth, power, employee satisfaction, quality products/services, market leadership, and service to society.
The document outlines the direct and indirect elements of a business's external environment, such as customers, suppliers, competitors, labor, financial institutions, government agencies, technological changes, economic conditions, and political/legal factors. It also describes strategies businesses use to cope with and control their uncertain environments, such as buffering, smoothing, forecasting, and structural complexity.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
This document discusses different perspectives on organizational effectiveness from historical thinkers like Taylor, Fayol and Mayo. It outlines criteria for effectiveness in the near, intermediate and distant future. Approaches to measuring effectiveness are described, including goal, internal process, system resource and constituency approaches. Models of organizational effectiveness discussed include the competing values model, contradictions model and four quadrants model. Effectiveness is a complex and multifaceted concept with no single definition.
The document discusses the role and benefits of human resource auditing for organizational effectiveness. It explains that HR auditing provides independent assurance by evaluating HR departments and practices against agreed standards to identify areas for improvement. The benefits of HR auditing include a focus on objectives, standards, and future improvements through an evidence-based approach and high-level reporting.
Learning, training and organisational effectiveness consultantandyjmorgan
A senior learning and training professional experienced in developing learning technology and delivery solutions on a wide variety of topics including professional ethics, on-boarding, professional development and compliance. 17 years’ international commercial experience gained from roles in the UK, Germany and Japan, including account management, customer service and marketing. Commercially astute with a strategic focus on business objectives achieved through a high level of emotional intelligence and stakeholder engagement. Accustomed to working in pressurised and target-driven environments within large and small companies. Passionate about supporting organisations to deliver learning solutions which engage employees, bring about tangible behavioural change and ultimately deliver measurable business benefit. Currently seeking roles in learning and development that will enable him to support organisations to improve their organisational effectiveness.
The document discusses the external environment that affects businesses. It defines the external environment as factors outside a business's direct control that can indirectly influence it. The external environment is divided into the micro and macro environment.
The micro environment includes factors close to the business like customers, employees, suppliers, shareholders, media, and competitors that directly impact operations. The macro environment comprises broader forces like political, economic, social, technological, legal, environmental, and ethical factors influencing the context for a business. Both the micro and macro environments are important for a business to understand to adapt to its surroundings.
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
Firm which systematically analyzed and diagnose the environmentReeshabh Chaudhary
The document defines business and business environment. It discusses the characteristics, objectives, and importance of objectives for businesses. It also outlines some uses of analyzing the business environment, including being aware of environmental factors, identifying risks and opportunities, and its usefulness for managers. The conclusion states that firms that systematically analyze the environment are more effective than those that do not, as it allows them to anticipate opportunities and develop strategies to their advantage.
Chapter 2 The Firm and Its Environment lesson 1GLADS123
This document provides an overview of key concepts relating to a firm's environment and environmental scanning. It defines the external and internal business environments and lists their major components. The external environment includes economic, sociocultural, political-legal, demographic, technological, and ecological factors. The internal environment comprises a firm's resources. The chapter will cover identifying environmental forces, local and international business contexts, economic development phases, and business organization forms. Environmental scanning techniques like SWOT analysis and benchmarking are also introduced.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
Management Topic : Business Case Analysis-Organisational Governance(rev1)MNC
This document provides a case analysis of the organizational and governance structures of Oil Search and Sandvik. It analyzes their structures, environmental factors that influence performance, and top risk factors. Oil Search focuses more on soft skills and board governance, with an emphasis on social responsibility. Sandvik prioritizes hard skills and operational controls through a shared values framework. Both aim to mitigate risks like negligence, conflicts of interest, and nepotism through transparency and accountability. The document concludes more could be done to incorporate technology and continuous improvement into governance processes.
Brief idea about what actually Business Environment mean and the types of Environment viz internal and external environment and limiting factors that affect BE. Add on is the Case study of Nokia giving an overview of business environment factors that led to its failure.
Notes for mba (strategic management) unit isnselvaraj
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
The Relationship between Board Tenure and Financial Performance. The Allegian...IJMREMJournal
PURPOSE: The purpose of this paper was to examine the relationship between the tenure of the board and
financial distress of listed firms in Kenya.
DESIGN/METHODOLOGY: The research design used in this study was exploratory design. The study employed
panel regression analysis and simultaneously used pooled regression and random effects on sample size of 57
listed firms in Kenya during the period of 2007-2016.
FINDINGS: The study found that board tenure was found to be negatively and significantly related to financial
performance (β=-0.091; p<0.01).
THEORETICAL IMPLICATIONS: This study adds value to theory by studying the effect of tenure on
financial performance by updating empirical literature from a developing country.
ORIGINALITY: The paper fills an important gap in academic literature by providing insights into the role of
board tenure in performance of firms particularly in developing economies. In addition, given the increasing
collapsing of companies in developing nations, this paper provides policy makers with evidence on the
implications of board composition on financial distress.
This document provides an overview of management and managers. It begins by defining management and identifying the basic managerial functions of planning, organizing, leading, and controlling. It describes the three levels of managers and the different skills required at each level. The document also discusses major changes in the 21st century that will impact management, such as increasing globalization, diversity, and the growing importance of intellectual capital. It provides context on the roles and responsibilities of functional and general managers.
The document discusses the internal and external factors that affect businesses. It defines the internal environment as controllable factors like employees, management, and financial resources. The external environment includes uncontrollable macro factors in the political, economic, social and technological areas (PEST analysis) like regulations, economic conditions, and technology. Examples of each factor are provided. The document also explains SWOT analysis and how it involves analyzing strengths, weaknesses, opportunities, and threats both internally and externally. Businesses must consider these environmental factors to avoid threats and take advantage of opportunities.
The document discusses the internal environment of a business organization. It states that the internal environment includes factors that are under the control of the organization, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, and marketing and financial resources. It provides details on each of these internal factors, describing how they can influence the growth and success of the organization.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
This document discusses the role of corporate boards and governance. It outlines that boards are responsible for major policy, strategic, and financial decisions. They oversee CEO performance and risk management. Boards should have a mix of skills and regularly assess their performance. The role of the company secretary is also described, which includes administrative and compliance duties. Non-executive directors are seen as important to provide external perspectives and balance to boards. Independence of non-executive directors is emphasized.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
The document discusses the views of management as either omnipotent or symbolic. The omnipotent view holds managers directly responsible for success or failure, while the symbolic view sees external factors as constraining managers' influence. It also covers organizational culture as shared meanings and beliefs that guide member behavior. Strong cultures with deeply held values aid commitment and performance. Culture is established by founders and top management and passed to new members. The external environment of specific and general forces also shapes managerial decisions and introduces uncertainty. Managing stakeholder relationships is important for organizational performance and ethics.
This document provides an overview of business and its environment. It begins by defining business and describing the different types, including commerce, industry, and services. It then discusses the objectives of business firms, which include profit-making, growth, power, employee satisfaction, quality products/services, market leadership, and service to society.
The document outlines the direct and indirect elements of a business's external environment, such as customers, suppliers, competitors, labor, financial institutions, government agencies, technological changes, economic conditions, and political/legal factors. It also describes strategies businesses use to cope with and control their uncertain environments, such as buffering, smoothing, forecasting, and structural complexity.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
This document discusses different perspectives on organizational effectiveness from historical thinkers like Taylor, Fayol and Mayo. It outlines criteria for effectiveness in the near, intermediate and distant future. Approaches to measuring effectiveness are described, including goal, internal process, system resource and constituency approaches. Models of organizational effectiveness discussed include the competing values model, contradictions model and four quadrants model. Effectiveness is a complex and multifaceted concept with no single definition.
The document discusses the role and benefits of human resource auditing for organizational effectiveness. It explains that HR auditing provides independent assurance by evaluating HR departments and practices against agreed standards to identify areas for improvement. The benefits of HR auditing include a focus on objectives, standards, and future improvements through an evidence-based approach and high-level reporting.
Learning, training and organisational effectiveness consultantandyjmorgan
A senior learning and training professional experienced in developing learning technology and delivery solutions on a wide variety of topics including professional ethics, on-boarding, professional development and compliance. 17 years’ international commercial experience gained from roles in the UK, Germany and Japan, including account management, customer service and marketing. Commercially astute with a strategic focus on business objectives achieved through a high level of emotional intelligence and stakeholder engagement. Accustomed to working in pressurised and target-driven environments within large and small companies. Passionate about supporting organisations to deliver learning solutions which engage employees, bring about tangible behavioural change and ultimately deliver measurable business benefit. Currently seeking roles in learning and development that will enable him to support organisations to improve their organisational effectiveness.
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. We then empower passionate people from across our company to work together to affect positive change.
Product Management And Service Delivery Process - FlackVentures ExampleKate Pynn
A lifecycle methodology enforces some very important processes that deliver critical value to Service Delivery. Some key contributions are:
Business driven goals (e.g. profit, performance, credible schedules, resource effectiveness….)
Roles and responsibility clarification (e.g. delegation, decision making, optimization….)
Organizational effectiveness (e.g. resource structure for task, enable cross functional efforts….)
Planning enforcement at the beginning before major resources committed
Continuous learning enabled that builds core competency in credible delivery plans.
The document discusses four approaches to measuring organizational effectiveness: goal, resource-based, internal process, and strategic constituent. It then focuses on comparing the resource-based and goal approaches. The resource-based approach emphasizes acquiring scarce resources as a measure of effectiveness, while the goal approach focuses on achieving operating goals like profits or market share. The resource-based approach is most useful when other performance indicators are unavailable, but it does not directly consider customer needs. The goal approach is straightforward when goals are measurable but goals can conflict and be difficult to measure, especially for non-profits.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
Mtm9 white paper macro-environmental (steep) analysisIntelCollab.com
This document provides an overview of macro-environmental (STEEP) analysis, which examines the external social, technological, economic, environmental, and political factors that influence an organization. STEEP analysis involves scanning these macro-level factors to identify opportunities and threats in order to understand the overall context surrounding an industry. The results of STEEP analysis provide insights into how these external forces could impact a company. While useful for strategic planning, challenges in applying STEEP analysis include difficulties interpreting factors, inaccuracies in forecasts, short-term orientations, and lack of acceptance by management.
This document provides an overview of business environment concepts including:
- It defines business and discusses the different types of business organizations like sole proprietorships, partnerships, and corporations.
- It explains that a business plan and environmental analysis are important tools to understand opportunities and threats in the business environment.
- It outlines the key internal and external components that make up the business environment, such as economic conditions, technology, competition, and regulations.
The document discusses the business environment, including its definition, concepts, significance, nature, elements, and economic factors. It defines business environment as the aggregate conditions surrounding and influencing a business. The forces that make up the business environment are suppliers, competitors, consumer groups, government, customers, economic conditions, and more. Understanding the business environment is important for identifying opportunities and threats, tapping resources, coping with changes, assisting in planning, and improving performance. The economic environment influences businesses through factors like demand, interest rates, inflation, recession, income, employment, taxes, and consumer confidence. Government economic policies and reforms also impact businesses. Public sector development has contributed to capital formation, infrastructure growth, export promotion, import substitution, income generation
The Natural Capital Protocol is a standardized framework to help businesses identify, measure, and value their direct and indirect impacts and dependencies on natural capital. It aims to incorporate consideration of natural capital into corporate decision making. The Protocol provides a flexible process in four stages: Frame, Scope, Measure and Value, and Apply. It does not recommend specific tools or require external reporting, but allows businesses to adapt existing processes and choose appropriate measurement and valuation methods depending on their context and decisions.
The Natural Capital Protocol is a standardized framework to help businesses identify, measure, and value their direct and indirect impacts and dependencies on natural capital. It provides a four-stage process to guide assessments: Frame, Scope, Measure and Value, and Apply. The goal is to generate credible information to inform internal business decisions. While flexible, it includes principles of relevance, rigor, replicability, and consistency. Sector guides provide additional practical guidance. The Protocol is intended to help managers understand natural capital considerations and engage necessary experts.
This document discusses environmental appraisal and business environment. It defines environment and describes the characteristics and types of business environment, including internal and external factors. The external environment is further divided into micro and macro factors. The roles of government in the business environment are regulatory, participative, and protective. Key sectors of the business environment are also outlined such as economic, international, market, political, regulatory, socio-cultural, supplier, and technological. The document also discusses environmental scanning, approaches to scanning, and SWOT analysis.
This document provides an overview of business environment analysis and entrepreneurship. It defines business environment and discusses factors like internal environment, market environment, and macro environment. It also explains tools for analyzing business environment like PESTEL analysis and SWOT analysis. The document outlines key elements of developing an effective business plan including executive summary, company description, products/services, marketing plan, financial projections, and more. Overall, the document presents concepts and frameworks for understanding a business's external environment and internal strengths/weaknesses as tools for entrepreneurial planning.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
The document discusses analyzing a company's external environment. It describes performing environmental scanning to identify key forces and using tools like PEST and SWOT analyses. PEST looks at political, economic, social, and technological factors. SWOT identifies strengths, weaknesses, opportunities, and threats. Together these tools help companies understand challenges and trends to develop effective strategies.
The document discusses the internal and external environment of an organization. The internal environment includes factors such as values, mission/objectives, management structure, human resources, and financial factors that can influence business decisions. The external environment includes the micro environment of suppliers, competitors, customers, and publics, as well as the macro environment of demographic, economic, natural, technological, political, and socio-cultural forces. Environmental scanning monitors both the internal and external environments to identify opportunities, threats, strengths, and weaknesses and avoid strategic surprises.
BUSINESS ENVIRONMENT,characteristics of business environment, stages of environment analysis,SWOT analysis,micro environment, macro environment.BUSINESS ENVIRONMENT,characteristics of business environment, stages of environment analysis,SWOT analysis,micro environment, macro environment
The document discusses various frameworks and models used for analyzing the external and internal environment of an organization to aid in strategic planning and formulation. It describes frameworks like PESTEL analysis, Porter's Five Forces, McKinsey 7S framework, BCG matrix etc. and explains how they are used to appraise factors in the task, technological, economic, socio-cultural and other environments. It also discusses approaches to conducting environmental scanning and organizational appraisal to identify opportunities, threats, strengths and weaknesses. The results are used to develop organizational profiles and match capabilities with external conditions to formulate effective strategies.
A strategic plan is an executive roadmap used to succeed and drive organizations; a high-level strategic plan that intention is to reach one or more goals under different scenarios and uncertain conditions.
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Using established business models as investigative tools and linking them together to enhance their analytical value is proposed in this paper as a method of progressing from strategic situation analysis to competitive advantage. Moreover, internal analyses that result in the identification of distinctive competencies and external investigations that uncover industry key success factors give strategists the means to develop strategies that may achieve competitive advantage.
This document provides an overview of strategic management. It defines key terms like strategy, strategic management, objectives and policies. It discusses the three main processes of strategic management: formulation, implementation, and evaluation. It also outlines internal and external factors to consider in strategic analysis and identifies benefits of strategic management like prioritizing opportunities and effective resource allocation. Finally, it stresses the importance of business ethics in strategic decision making.
An effective human resource management strategy must fit the organizational context, align HR policies with organizational strategy, and integrate HR functional strategies. It defines how an organization will attract, retain, and motivate employees to enable its success. The key is to formulate an HR strategy that considers the organization's vision, culture, strategies, structure and the environmental realities it faces. The HR strategy should then define how the organization will staff, develop, manage performance and reward employees in a way that supports achieving its objectives.
The Importance Of Environmental QualityAmanda Brady
The document discusses environmental inequalities in urban environments. It argues that while environmental inequalities exist in France, there is a lack of political will to address the issue. The country's historical technical and normative approaches to the environment have hindered recognizing these inequalities. International approaches that link social and environmental issues could provide alternative frameworks for understanding environmental justice. Overall, the document examines how France can better identify and address environmental inequalities in cities.
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Oe presentation austmine hodgson final
1. Developing And Enhancing Organisational
Effectiveness At Gold Fields
AUSTMINE 2013
Dr. Shane Hodgson
Perth, May 22nd 2013
2. Forward looking statements
Certain statements in this document constitute “forward looking statements” within the meaning of Section 27A of the US Securities Act of 1933 and
Section 21E of the US Securities Exchange Act of 1934.
In particular, the forward looking statements in this document include among others those relating to the Damang Exploration Target Statement; the Far
Southeast Exploration Target Statement; commodity prices; demand for gold and other metals and minerals; interest rate expectations; exploration and
production costs; levels of expected production; Gold Fields’ growth pipeline; levels and expected benefits of current and planned capital expenditures;
future reserve, resource and other mineralisation levels; and the extent of cost efficiencies and savings to be achieved. Such forward looking statements
involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the
company to be materially different from the future results, performance or achievements expressed or implied by such forward looking statements. Such
risks, uncertainties and other important factors include among others: economic, business and political conditions in South Africa, Ghana, Australia, Peru
and elsewhere; the ability to achieve anticipated efficiencies and other cost savings in connection with past and future acquisitions, exploration and
development activities; decreases in the market price of gold and/or copper; hazards associated with underground and surface gold mining; labour
disruptions; availability terms and deployment of capital or credit; changes in government regulations, particularly taxation and environmental
regulations; and new legislation affecting mining and mineral rights; changes in exchange rates; currency devaluations; the availability and cost of raw
and finished materials; the cost of energy and water; inflation and other macro-economic factors, industrial action, temporary stoppages of mines for
safety and unplanned maintenance reasons; and the impact of the AIDS and other occupational health risks experienced by Gold Fields’ employees.
These forward looking statements speak only as of the date of this document. Gold Fields undertakes no obligation to update publicly or release any
revisions to these forward looking statements to reflect events or circumstances after the date of this document or to reflect the occurrence of
unanticipated events.
Gold Fields Limited | Presentation Name | Date
Page 2
3. Risks of Re-engineering for Cost Reduction
In the current challenging business environment, knee-jerk reactions to the diving gold price
can do more harm than good. Ad-hoc spending cuts can damage reputation and
infrastructure and demoralize employees. For cost conservation and reduction measures to
stick, companies must clarify the cost drivers of the business and use that knowledge to
create a culture of cost consciousness, in both bad times and good.
Rather Focus on Organisational Effectiveness
Effectiveness: the extent to which the organization achieves its goals or goal.
Efficiency: Takes into account the amount of resources used to produce the desired output.
Thus: Organizational effectiveness is the concept of how effective an organization is in
achieving the outcomes the organization intends to produce
4. Choosing Our OE Orientation
Constituency Approach: Effectiveness is the ability to satisfy multiple strategic
constituencies both within and outside the organization.
Domain Approach: Effectiveness is the ability to excel in one or more among several
domains as selected by senior managers.
Goal Approach: Effectiveness is the ability to excel at one or more output goals.
Internal Process Approach: Effectiveness is the ability to excel at internal efficiency,
coordination, motivation, and employee satisfaction.
System Resource Approach: Effectiveness is the ability to acquire scarce and valued
resources from the environment.
Given the reality that mining needs to satisfy multiple groupings of stakeholders in order to
achieve a social license to operate as well as a regulatory license to operate – and needs to
attract talent across different generations, the “Constituency Approach” is deemed the
most appropriate one for Gold Fields.
Cameron, K (1980) from
http://webuser.bus.umich.edu/cameronk/PDFs/Organizational%20Effectiveness/Critical%20Questions.pdf
4
5. Using the Lewis Carroll Approach to Defining OE…
"When I use a word,' Humpty Dumpty said in rather a scornful tone, 'it means just
what I choose it to mean — neither more nor less."
"The question is," said Alice, "whether you can make words mean so many different things."
"The question is," said Humpty Dumpty, "which is to be master— that's all.“
“Through the Looking Glass and What Alice Found There” by Lewis Carroll (1871), from
http://en.wikiquote.org/wiki/Through_the_Looking-Glass
5
6. Adopting a Model for OE in Gold Fields
As a foundation, we use the Burke-Litwin model
as a framework for assessing the factors we
believe are important in organisational
performance when seen from an HR or OD
viewpoint. This imparts a distinctly “OD” flavour
to the analysis and subsequent interventions,
and distinguishes us from the more processoriented approach of our Business Improvement
department.
Work done by Martins and Coetzee (2009)
indicates that the Burke-Litwin model provides a
“… convenient and valid shorthand method of
identifying and explaining multiple key
organisational phenomena that affect the
organisation’s performance and overall
effectiveness”
6
7. Transactional and Transformational Dynamics
The Burke–Litwin model highlights two distinct sets of organisational dynamics. One set is
primarily associated with the transactional level of human behaviour, or the everyday
interactions and exchanges that create the climate of the organisation. The second set of
dynamics is concerned with processes of human transformation, amounting to sudden
‘leaps’ in behaviour.
According to Burke and Litwin, the external environment affects transformational factors,
which are identified as the organisational mission and strategy, leadership and culture.
The transformational factors, in turn, affect the transactional factors, which are identified
as the organisational structure, systems, management practices and climate. Both types
of factors reciprocate, and eventually impact on, individual and organisational
performance and overall effectiveness
“Applying The Burke–Litwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness” Martins and Coetzee, (SA Journal of Human Resource
Management; Vol 7, No 1, 2009)
7
8. Transformational factors affecting OE
External environment: Any outside condition or situation that influences the performance
of the organisation.
Vision, mission and strategy: What employees believe to be the central purpose of the
organisation and how the organisation intends to achieve its purpose over an extended
period of time.
Leadership: Behaviour that encourages others to take necessary actions, including
perceptions of leadership style, practices and values.
Organisational culture: 'The way we do things around here.‘ Culture is the collection of
overt and covert rules, values and principles that guide organisational behaviour.
Individual and organisational performance: The measurable outcomes or results, with
their relevant indicators of effort and achievement. Such indicators might include
productivity, customer or staff satisfaction, profit and service quality, salary and benefits,
and recognition.
“Applying The Burke–Litwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness” Martins and Coetzee, (SA Journal of Human Resource
Management; Vol 7, No 1, 2009)
8
9. Transactional Factors Affecting OE
Structure: The deployment of functions and employees so as to implement strategy,
including levels of responsibility, decision-making authority and relationships.
Management practices: What managers do in the normal course of events in using the
human and material resources at their disposal to carry out the organisation’s strategy
Systems, policies and procedures: Standardised policies and mechanisms, such as
rewards, controls, budgets or SOP’s that facilitate work
Departmental/work unit climate: The collective current impressions, expectations and
feelings of the employees in their respective areas
Task requirements and individual skills/abilities: The behaviour, specific skills and
knowledge required for task effectiveness.
Individual needs and values: The specific psychological factors that lead to individual
actions or thoughts relating to stress, well-being, recreation and living conditions.
Motivation: The tendency to move toward goals, take needed action and persist until
satisfaction is attained.
“Applying The Burke–Litwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness” Martins and Coetzee, (SA Journal of Human Resource
Management; Vol 7, No 1, 2009)
9
10. Scope - Gold Fields OE Centre of Expertise
Organisational Design
Organisational Structures
Communication and Knowledge
Sharing
Organisational Development
Organisational
Effectiveness
Culture and Engagement
Change Management
People Scorecard and Resource
Utilisation
Organisational Performance
HR Sustainability
ALIGNMENT TO ORGANISATIONAL VALUES
Fit for Purpose Structures
Roles and Grades
Group Org. Design Methodology
Collaboration and Virtual Teaming
Coaching and Mentoring
Internal Communication
BeQ
Culture Transformation
Organisational Climate
Employer Branding and EVP
Group CM Methodology
Change Network Formation
Agility and Resilience
Change Capacity
HRIS usage
People Scorecard
Attraction and Retention
DJSI
Best Employers
Community Engagement
11. Key Organisational Metrics in OE
Key metrics used in OE are currently aimed at assessing the climate within which
successful change can be initiated, and successful interventions can take place. This
does not supersede the standard metrics of a project such as benefits or value realised,
but rather tracks the alignment of leadership around key goals and measures; the fit-forpurpose nature of organisational structures, roles and competencies and the use and
accuracy of balanced scorecard performance measurement.
Some major Transformational metrics are thus Employee Engagement, Net Employee
Advocacy; Net Nurture of Talent; Organisational Change Readiness and more.
It is important to note that our definition of the discipline of OE perhaps includes far more
of the domain of classical Organisational Development than is fashionable. It is not only
about an initiative-based focus on operational metrics, but also at a corporate level it is
about building a clear line of sight all the way from the individual at the stope face to the
organisational strategy.
We see that line of sight as an alignment between an individual’s KPIs, motivation and
opportunities with those of other individuals, forming groups with aligned competencies
and norms and giving rise to organisational capabilities and culture – all supporting our
strategy.
11
12. Major OE Themes for Gold Fields
We know that providing strategic clarity to all our employees will fulfil a very
fundamental and important need for them. We all want to know what we’re supposed to
be doing; how it contributes to the overall success of the company and where we as an
organisation are heading. That same clarity is also important for our shareholders and for
the communities in which we operate. Combining this with a strong focus on our
organisation’s values means we can be depended on to do what we say we will do, and
we know exactly why we’re doing it.
Another critically important theme is sustainability – and in this context we can talk about
how sustainable our HR practices are. Work by John Boudreau shows that increasingly
HR practitioners need to ensure that we can achieve success today without
compromising the future – and in South Africa I think we need a fairly fundamental
reinvention of the way we think about HR
Our newly reduced size will oblige us to work far more collaboratively across functions
that has previously been the case. We will also need to adopt a much more robust
approach to the creation, capture, sharing and management of knowledge. Knowledge
Management practices have been found to mediate the effects of structure, strategy and
culture on OE.
“Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge
management” Wei, Baiyin and Maclean Journal of Business Research Volume 63, Issue 7, July 2010, Pages 763–771
12
13. Taking an Enterprise View of Change
We believe that it is critically important to build change management competency within the
company; not only in transactional change management but in transformational change
management. This requires the establishment of change management as a strategic
discipline, and the adoption of a single point of view (and point of triage) for all business
change initiatives requiring organisational change management. This is supported by the
work of Dean Anderson and Linda Ackerman Anderson on Organisational Transformation.
They say:
“We have identified five key strategies so far to creating change as a strategic discipline:
(1) identifying and managing an enterprise change agenda;
(2) having one common change process methodology;
(3) establishing a change infrastructures;
(4) building a strategic change center of excellence for all change practitioners; and
(5) creating a strategic change office” (Anderson and Anderson)
Anderson and Anderson, from http://changeleadersnetwork.com/transformational-change-authors
13
14. Conducting Organisation Structure Reviews
Another component of organisational effectiveness is a regular review of the
organisational structures, seeing if they are fit-for-purpose. In a multi-country, largely
decentralised operation such as ours, the degree of fit between organisational structures
and the business and strategic drivers of structure needs to be tested every year or two.
Key components of this are:
Ensuring that the company structure happens by design and not by accident
Ensuring the structures are fit for purpose – e.g. the structure for a feasibility study is different for a
full scale project
Striking the right balance between Standardisation and Customisation
Getting accurate data from your regions/ operations on structures (Nell, A. 2013)
Given that organisational structures are a framework through which strategy can be
articulated; processes expressed; resources allocated and people deployed, we need to
strike a fine balance between flexibility and rigidity; between standardisation and
localisation and between the “… two rival organisational structures
of cooperation and competition that coexist in any organisation in different intensities and
mixtures. Finding a desirable mix of the above two structures is currently a challenging
task and no explicit method exists for determining such an ideal mix”
A conceptual model for managing incompatible impacts of organisational structures on awareness levels
Shahla Ghobadi and Farhad Daneshga, Knowledge Management Research & Practice (2010) 8, 256–264
14
15. Principles of Effective Organisation Design
There is no one perfect right answer – but there is a “best fit” design at a moment in time
The true relationship between Structure and Strategy is not that Structure follows
Strategy, but that there is a dialectic between them. The structure is a way to articulate
the strategy through resource deployment, but it is also an information filter that limits
what we can see and thus constrains our strategy.
Given our strengths and weaknesses, the design should not be rigid, but should allow for
flexibility and compromises in structure, thus probably ending up as a hybrid model
(Geographic plus augmented Centre, or similar)
We need to be able to manage the trade-offs in the model by using the levers of
processes, people, leadership and culture.
We need to spend as much or more time on integration as on differentiation. That means
equal importance for linking groups and functions as for the initial grouping.
Matrix organisations are notoriously difficult to manage – rather choose a good Grouping
and then support that with linkages.
15
16. In Summary…
The discipline of Organisational Effectiveness is a relatively new one both within Gold Fields
and in South Africa as a whole. The imminent formation of a virtual community of practice
(CoP) in this discipline will bring together practitioners from different industrial sectors, using
a local Enterprise 2.0 collaboration suite called Firestring http://www.firestring.com/
We look forward to refining the definition of OE and integrating it more deeply with the
disciplines of Sustainability and Human Capital Management. To that end your comments
and suggestions are welcome and can be addressed to me on
shane.hodgson@goldfields.co.za
Thank You.
16