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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.
"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
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 BurkeLitwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness Martins and Coetzee, (SA Journal of Human Resource Management; Vol 7, No 1, 2009)
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 BurkeLitwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness Martins and Coetzee, (SA Journal of Human Resource Management; Vol 7, No 1, 2009)
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 BurkeLitwin Model As A Diagnostic Framework For Assessing Organisational Effectiveness Martins and Coetzee, (SA Journal of Human Resource Management; Vol 7, No 1, 2009)
Organisational Structures
Fit for Purpose Structures Roles and Grades Group Org. Design Methodology
Change Management
Group CM Methodology Change Network Formation Agility and Resilience Change Capacity
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 individuals 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.
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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 763771
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(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
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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, 256264
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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.
Matrix organisations are notoriously difficult to manage rather choose a good Grouping
and then support that with linkages.
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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.
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