The Ideal Organization

An Overview

Three Stage

stages of evolution:

1 A VISION Stage 2 VALUES, CULTURE, STRUCTURE Stage 3 MISSION, PURPOSE, STRATEGIC PLAN, PLAN EXECUTION

 It

all begins with a VISION of what the organization looks like, now and in the future.

VISION

The VISION

Statement is the BIG PICTURE Without a vision, the people perish Proverbs 29:18 (KJV)

Values

Transparency Honesty Humility Diversity

Employee

Stewardship Wholeness Growth Mentoring and Coaching

Market

Awareness Stakeholder Awareness Self-discipline Perseverance

Trust Communication Accountability Collaboration Respect Positivity

Creativity Excellence

Culture

Organizational Culture a system of shared values and beliefs that influence worker behavior.
(Dubrin, 2007)

Discipline Golden

Rule Profit Sharing Influence Based

NO NO NO

Hierarchy Bureaucracy Excessive Control

MAGICAL ALCHEMY

Actions

speak volumes Model Leadership Ethically driven

Power

Open System

Checks and Balances CEO has veto power but rarely used Ideal Example Level 5 Leader Self-effacing, quite, reserved, even shy, personal humility, professional will

Everyone

has a say Everyone gets a piece Everyone grows

The

circles represent no higher or lower power. There are three circles that group three departments of the organization.

Departmental

workers are specialists in their particular area of work.

The

department heads are members of the organization that have a wealth of knowledge and experience in their field.

The

leader or the organization is in the center of the diagram. Their position is accessed by any member of the organization.

The VISION

is driven by an underlying

PURPOSE

is what drives us to have a VISION or to do something The PURPOSE statement is the WHY we are doing something

PURPOSE

The

PURPOSE and the VISION become pragmatic with the MISSION Statement

The

MISSION is what we are actually going to do and accomplish The MISSION is the WHAT

MISSION

The MISSION is executed through a STRATEGIC PLAN The STRATEGIC PLAN contains the detailed actions necessary to execute the MISSION The STRATEGIC PLAN is the WHO, HOW, WHEN, and the WHERE

STRATEGIC PLAN

Collins, J. (2001) Good to Great Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice. Transformation as a process of buildup followed by breakthrough. Level 5 Leadership: self-effacing, quiet reserved, even shy these leaders are a paradoxical blend of personal humility and professional will.
First get the right people on the bus, then get the wrong people of the bus, and the right

people in the right seats Maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, and at the same have the discipline to confront the most brutal facts of your current reality, whatever they might be. Asking What are we deeply passionate about?, What can we be the best in the world at?, What drives our economic engine? Culture of discipline dont need hierarchy, bureaucracy, excessive controls Technology is not to transform but to accelerate momentum Is a process Flywheel concept Final shift requires core value and a purpose beyond just making money combined with the key dynamic of preserve the core/ stimulate progress

 Dubrin, A.J. (2007)

Fundamentals of Organizational Behavior

Organic structure p.315 Combination of formal and informal organization p. 316 Decentralized p. 317 Flat organization structure p.325

Our

own personal experiences

Similar desires of an ideal organization Past experiences Dons line of work

Collaboration Creativity

used flip charts to brainstorm

ideas Experiences in life: age, gender, cultural backgrounds, careers, etc. Communication through emails was not working but face-to-face meetings did.