Changing the Established Measures of Organizational PerformanceEssay title: Changing the Established Measures of Organizational PerformanceEstablishing a direct link between downsizing and organizational performance is not an easy matter, however, as the following example will demonstrate. The Chief Executive Officer of Apple Computer recently bought himself more time with disgruntled shareholders by promising to take forceful action on a number of fronts, including downsizing. The executive cited “five crises: lack of cash; declining quality; a failed operating system development project; Apple’s chaotic culture; and a fragmented strategy”. How do you connect downsizing, which is one of a number of actions being taken, with corporate performance, which is only one of a number of “crises” being solved in a manner and to a level that establishes a positive relationship?
The Chairman: (Mr. JB) The following presentation is an example of how an informal method allows to link changes to performance. This is the point at which I would most like to bring up some of the principles of organizational performance, from my approach to many of the important concepts discussed by the Chairman. The Chairman has a number of different ideas on how to use his informal approach to help him manage meetings. At some point, he would like to discuss how he is using his informal approach, rather than his formal one. It is possible that the Chairman simply allows his informal view on a subject to define his work, and that he may choose from his own views on the topic. To have a clear understanding of what an informal approach works, the Chairman could, using a simple example to show what an informal method may not accomplish, refer to the following:The “Appeal to Employee Behavior” or ASB is one of a many “appeal” examples provided by the Chairman. For example, the Chairman might, for example, refer to the success or failure of a company or business as a result of lack of product or service development. The Chairman might also refer to the “Company Effectiveness” as a result of lack of employee activity. The Chairman would then propose ideas for how his informal approach might be employed, if successful, if successful, and so on. He might also, for example, point to the Company Effectiveness of the company. He might also propose suggestions for the management effectiveness of companies, and the effectiveness of the company. Thus the Chairman might implement a “appeal” to employee behavior, without using his informal approach, in an effort to create a clearer concept of employee behavior. The purpose of this approach is to provide insight into the way in which the Chairman’s informal approach can improve employee behavior. A particular example of an apparent “Appeal to Employee Behavior” would be a corporate meeting (in which every employee is on a one hour paid leave, but there is often an opportunity for the President, Chief Executive Officer or other senior executive to choose his or her team and attend, among other things), where everyone meets for dinner instead of at a table. To explain the problem, the Chairman might attempt to show that each person has a unique personal and organizational problem. He would then argue that the person who is having problems is one who has been left out of conversations, is unable to address his or her problems in a meaningful way, and is unable to engage in a meaningful, constructive dialogue. The Chairman would then propose a specific “objective view” of employee behavior, such that if the problem presented the best solution, then the Chairman would want to see change that would allow for change. Examples of this approach include: “We must have more flexible and better processes available to people to solve problems without them interfering with them,” by creating a more secure and more efficient workplace.
“We must make more flexible and better processes available to people to solve problems without them interfering with them,” by creating a more secure and more efficient workplace.” “We must create “more” flexible and effective processes at higher levels of level, such as HR, by introducing organizational discipline and management, or by creating a more effective, more efficient, and more efficient management structure, which increases overall effectiveness at individual level, by improving employee performance and efficiency.” “To put a finer point on it…we must also eliminate the need for employees to work 24/7 in order to provide for themselves and for their families.”
“We have to make more flexible and better processes available to
Another reason that it is difficult to draw a specific link between downsizing and organizational performance is that there are many different variations and approaches to downsizing. A distinction has been made between proactive downsizing, which is planned in advance and usually integrated with a larger set of objectives, and reactive downsizing, which would be typified by cost-cutting as a last resort after a prolonged period of inattention to looming problems by management (Kozlowski et. al., 1991). Work force reductions