winning organization, the different types of process for a succesasful team in a business or...

7/27/2019 Winning Organization, the different types of process for a succesasful team in a business or anyother organization.

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Winning Organization

"The achievements of an organization are the results of the combined effort of each individual." ~ Vince Lombardi

Yourself & Your Team

Cross-functional Excellence

Systems Thinking

Lateral Thinking

Leadership

Leadership Attributes

Cross-functional Excellence

Managerial Leadership

Entrepreneurial Leadership

Values-Based Leadership

Principles-Centered Leadership

Leading Change

Inspirational Leadership

Your Organization & Processes

Corporate Culture

Shared Values

Innovation-Adept Culture

Inspiring Culture

Synergistic Organization

9 Signs of a Losing Organization

Balanced Organization: 5 BasicElements

Cross-functional Management

Organizational Capabilities

Process-managed Enterprise

Opportunity-focused OrganizationAdaptive Organization

Your Strategies

Balanced Business System

The Power of Balance

The Tao of Business Success

6Ws of Sustainable Corporate Growth

The Tree of Business

Results-Based Leadership

Enterprise Strategy

Strategies of Market Leaders

Strategic Thinking

Strategic Intent

Corporate Vision, Mission, & Goals

Resource-Based Model
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Creative Leadership

Leading Others to Lead Themselves

People Power

New People Partnership

Employee Empowerment

Energizing Employees

Inspiring People

Influencing People

The Fun Factor

Developing Yourself and Others

Coaching

Motivating

Team Building and Teamwork

Team vs. Group

Team Leader: 9 Roles

Team Culture

Management Team

Cross-Functional Teams

Managing Cross-Cultural Differences

Injecting Relentless Growth Attitude

Inclusive Company

Leveraging the Power of Diversity

Creative Chaos Environment

7-S Model

Performance Management

Synergy

Attitude Motivation

Sustainable Innovation Organization

Operating vs Innovating

Sustainable Competitive Advantage

Corporate Capabilities

Entrepreneurial Organization

Flat Organizational Structures

Innovation System

Organizational Transformation

Building Innovative Culture

Transformational Leadership

Efficiency Improvement

Continuous Improvement Firm (CIF)

Performance Measurement

Strategic Road-Mapping

Venture Strategies

Managing Change

Creating Change

80/20 Theory of the Firm

Resistance to Change

25 Lessons from Jack Welch

Opportunity-driven BusinessDevelopment

Radical Innovation vs Incremental

Fast Company

Fast Decision-Making

Establishing Guiding Principles

Letting Best Ideas WinGetting Rid of Bureaucracy

Knowledge Management

Knowledge-Based Enterprise

Learning Organization

Teaching Organization

Coaching Organization

Managing Knowledge Workers
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9 Signs of a Losing Organization

4. High Bureaucracy: bureaucratic organizationalstructures with too many layers; high boundariesbetween management layers; slow decision making ;too close monitoring of things and subordinates; toomany tools and documents discouraging creativethinking ; bureaucracy is tolerated... More

The Tao of Employee Empowerment

Yin: Treat employees as owners Yang: Inspire, challenge imagination... More

Three Major Stages of Organizational Evolution 8

1. Bureaucratic : strategy is not emphasized; hierarchicalstructures; linear focus; dehumanized

2. Complex : quantitative strategy; laterally complexstructures; bifurcated, conflicting focus; limitations of workforce performance

3. Adaptive : visionary, human strategy, simpler incontext structure; work/family integration systems;capability and efficacy of workforce

10 Rules for Building a Great Business

5. Create a winning organization ... More

Corporate CultureStrategies for Building a Growth Culture

Reward collective, not individual, successes, butmaintain clear individual accountabilities and keepheroes visible... More

Some Ideas forBreaking Down Barriers To Communication

Organize cross-functional teams for all sorts of projects.Make them as loose or as formal as you see fit but be

Why Institutional Excellence?

The leaders of great companies are not just great at growing profits. Mostimportantly, they are organizational architects determined to establishinstitutional excellence for as long as the company is in business.

Institutional excellence is a sustainable competitive advantage thatenables your business to survive against your competition over a long periodof time. "When institutional excellence is in place, companies can achieveindustry leadership for decades and generations." 1

Why Organizational Change Fails: 8 Errors

3 Strategies of Market Leaders Market leaders win by building an adaptive, innovation-friendly organizationand establishing an inspirational growth culture. The best companies put a lotof efforts in developing great leaders and establishing winning teams... More

3 Strategies of Market Leaders

The Key Challenges To Organizational Success

A global survey of team leaders to executives revealed that soft issues

such as inspiring corporate culture are over 3 times as prevalent as hardissues such as finance. Leaders are twice as concerned about leadership than all other issues combined.

When divided between hard issues such as finance and supply and softissues such as culture and communication , the soft stuff appears to bethree times harder... More

Balanced Organization : 5 Basic Elements

Leadership (Fire) : Corporate vision inspires and energizes all employees... More

Corporate Culture

In six words, corporate culture is "How we do things around here."Corporate culture is the collective behavior of people using commoncorporate vision , goals, shared values , beliefs, habits, working language,systems, and symbols. It is interwoven with processes, technologies, learningand significant events. In addition, different individuals bring to the workplacetheir own uniqueness, knowledge, and ethnic culture. So corporate cultureencompasses moral, social, and behavioral norms of your organization basedon the values, beliefs, attitudes, and priorities of its members... More

How To Avoid the Hassle of Commercializing University Technology

16 WaysBy: Terry Collison

If you have a technology policy and a procedure, make sure nobody in
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sure that there is good mixing and that all of thedepartments contribute . .. More

Developing The Fast-Paced Flexible Culture By: Michael Dell

Set a Common Goal. Mobilize your people around acommon goal . Help them feel a part of somethinggenuine, special, and important, and you'll inspire realpassion and loyalty... More

Building a Team Culture 10 Action Areas

8. Empower teams ... More

Winning Corporate Culture

Values-based Strategically Aligned

Adaptive... More

Six Organizational Models that Support Innovation

1. Innovation Project Team2. Expert Network

3. Innovation Council... More

Systemic Innovation 7 Interwoven Areas

2. Organizational Innovation... More

Strategic Innovation 7 Dimensions

6. Organizational Readiness the ability to takeaction ... More

Eliminating the Bureaucracy Problem

the university community actually understands what it is. Complexity isgood... More

Building an Innovation-friendly Organization

If you want to be a market leader , you must establish an innovation-friendlyorganization,

Leaders of successful, high-growth companies understand that innovation iswhat drives growth, and innovation is achieved by awesome people with ashared relentless growth attitude and shared passion for entrepreneurial creativity and for turning ideas into realities... More

The Jazz of innovation: 11 Practice Tips

Flat Organizational StructureOne key to successful business evolution and growth in today's rapidlychanging economy driven by knowledge and innovation is to let go of centralized control. People who stay closer to customers know better themarket needs and can respond faster to rapidly changing customerrequirements. In flat organizations, decisions are made faster ,entrepreneurial creativity of employees is released, and ideas are managed better ... More

The New-Generation Adaptive Organization

Adaptive organization is a new third-stage organization based upon radicallynew logics of content, configuration, and change based on human capabilitiesrather than limitations. The three new logics for adaptive organizationsinclude:

1. New logic of content 2. New logic of configuration

3. New logic of change ... More

The Growing Role of the Business Architect Today's companies need business architects who can take a systems view of a business and build synergies .

Smart Business Architect

Business architect is a person who initiates new business ventures or leadsbusiness innovation, designs a winning business model , and builds asustainable balanced business system for a lasting success ... More

Eliminating Bureaucracy

Bureaucracy makes work and creates climate in which the customer comesthird well after the management and the company's other employees.

How much of your energy is expended on purely internal activities? if you
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7 Tips

Eliminate all staff jobs unless proved to be essential...More

25 Secrets from Jack Welch The Prescription for Winning

1. Speed

2. Simplicity

3. Self-confidence25 Lessons from Jack Welch

How To Lead Creative People

By: Max DePree

Innovation is the lifeblood of an organization. Knowinghow to lead and work with creative people requiresknowledge and action that often goes against the typicalorganizational structure. Protect unusual people frombureaucracy and legalism typical of organizations... More

spend less than 20% of your energy on external customers, than bureaucracyhas taken hold... More

Employee Empowerment

A successful corporation must be able to craft a new partnership-basedrelationship with its employees it must be able to live the ideals of peoplepower , rather than merely talk about them... More

Process-managed Enterprise

Business Process Management System (BPMS) creates a foundation for yourenterprise architecture. By acquiring BPMS your company can gainunprecedented control of the management of your business processes , supplementing your existing systems and accelerating the achievement of your business objectives. 11 ... More

Lean Enterprise: 13 Tips

Cross-Functional Teams

"While separate departments help to develop deep knowledge in eachfunctional area, they also make it difficult to coordinate activities acrossdepartmental boundaries. Organizations often establish cross-functionalteams to deal with this dilemma." 1 Cross-functional teams will also help you tolead innovation and change through your organization... More

Kaizen Mindset

Main Subjects for Suggestions in Japanese Companies Improvement in the working environment... More

Kaizen Strategy: 7 Conditions for Successful Implementation

.

Be the Best Possible

10 Tips by Ten3 NZ Ltd. Good enough seldom is. Organisations that are continually productive

and profitable incessantly strive for quality and excellence.Acknowledging that your customers are not prepared to accept anattitude of "that's good enough," how does your organisation's qualitystandards rate as against its competitors? How do your own personallevels of excellence and quality rate against your current and potentialcompetitors in the employment market? If you don't know the answer/sto these questions, then resolve to find them out immediately. Thelonger you delay, the larger the gap may be growing between you andyour competition!... More
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29 Obstacles To Innovation

Lack of ownership by Senior Leaders Innovation not articulated as a company-wide

commitment... More

Innovation Management Policies for LargeCorporations

By: Bill Gates , Founder of Microsoft

Eliminate rivalry between different parts of the

organization Keep a flat organization in which all issues are

discussed openly... More

References:1. "Extreme Management," Mark Stevens

2. " The 80/20 Principle ," Richard Koch

3. "Relentless Growth ", Christopher Meyer4. "A Manager's Guide to the Millennium", Ken Matejka and Richard J.

Dunsing

5. "The Basics of Leadership", Merlin Ricklefs

6. "Effective Strategic Leadership", John Adair

7. " The Centerless Corporation ", Bruce A.Pasternack and Albert. J. Viscio8. "MegaChange", William E. Joyce

9. "Strategic Management: Competitiveness and Globalization", Edition 4, Thomson Learning

10. "Business Process Management (BPM) is a Team Sport: Play it to Win! ,"Andrew Spanyi

Winning Organization

Healthy Company

Innovation-friendly Organization

Principles of Human Resources Management (HRM)

Liberate Employees from the Fear of Trying New Things

Employee Intellectual Property Agreement

Creating a Culture for Innovation

5 Strategies for Creating a Culture for Innovation

Teamwork: 5 Characteristics of a Winning Team

17 Indisputable Laws of Teamwork

Model of a Team Leader
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11. "Business Process Management: The Third Wave ", Howard Smith andPeter Fingar

12. "Towards the Learning Company", Pedler M., Boydell T. and Burgoyne J.

13. Google: 10 Golden Rules

14. 5 Strategies for Creating a Culture of Questioning , Vadim Kotelnikov

15. How To Transform Your Business Into an Innovative and Creative Culture , Ten3 NZ Ltd.

16. Team Assessment and Improvement , Linda Eve Diamond

Smart Executive

Inspirational Leadership: 10 Roles

Innovative Organization Quotes Innovation Organizing forInnovation

Management is about human beings. Its task is to make people capable of joint performance, to make their weaknessesirrelevant." ~ Peter Drucker

"Because people make our automobiles, nothing gets started until we trainand educate our people." As seen in these words, which were expressed by

Honorary Advisor Eiji Toyoda, Toyota seeks to develop human resourcesthrough the activity of making things. Toyota believes that the developmentof human resources requires the handing down of values and perspectives.In conjunction with the geographic expansion of business and the growth of business areas, undertaking global actions for the development of humanresources has become a priority issue. Toyota is building both tangible (anew learning facility) and intangible (course content) structures relating toteam member development that ensures a secure and steady flow of qualified human resources to conduct Toyota's global business in the 21stcentury.

Fully Committed and Thorough Human Resources Development

Toyota conducts systematic company-wide and divisional training andassignments for training purposes with an emphasis on on-the-job training(OJT) to ensure that associates can fully utilize their abilities.

Toyota has defined the required qualifications of "professional staff" 1 foroffice and engineering positions, and "T shaped human resources" 2 who areable to perform day-to-day activities and expand their skills in technicalpositions. Company-wide training is conducted based on employeequalifications, as well as specialized training for individual divisions,language training, and special knowledge and skill training.In October 2002, Toyota created the booklet "Toyota Developing People"and distributed it to all associates to create a common understanding that"the source of Toyota's competitiveness is human resources development"

and to promote the creation of workplaces where personnel developmenttakes place at all sites and at all levels.1. Professional Staff: Associates who can create added value on their own
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and contribute to society, as well as utilize their strengths and exerciseteamwork2. T Shaped Human Resources: Team members with a broad range of skills,such as English language skills and operational knowledge (the crossbar of the "T") as well as highly specialized knowledge and experience in aparticular field (the vertical bar of the "T")

"Toyota Developing People"booklet

Company-Wide Training toSupport Professional Staff

A Shared Toyota WayIn order to carry out the Guiding Principles at Toyota Motor Corporation, inApril 2001 Toyota adopted the Toyota Way 2001, an expression of the valuesand conduct guidelines that all employees should embrace. In order topromote the development of Global Toyota and the transfer of authority tolocal entities, Toyota's management philosophies, values and businessmethods, that previously had been implicit in Toyota's tradition, werecodified. Based on the dual pillars of "Respect for People" and "ContinuousImprovement," the following five key principles sum up the Toyota employeeconduct guidelines: Challenge, Kaizen (improvement), Genchi Genbutsu (goand see), Respect, and Teamwork. In 2002, these policies were advancedfurther with the adoption of the Toyota Way for individual functions,including overseas sales, domestic sales, human resources, accounting,procurement, etc.

Key Principles of The ToyotaWay 2001


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Toyota InstituteIn January 2002, the Toyota Institute was established as an internal human-resource development organization that aims to reinforce the organicintegration of global Toyota companies by way of sharing the Toyota Way aswell as to promote self-sufficiency. The purpose behind the Toyota Institute'sestablishment is to promote the human resources development of global

Toyota in order to promote true globalization and to realize the advancementof Toyota's core values. TMC President Fujio Cho is the Toyota Institute's firstpresident, with 16 full-time associates managing the business.Within the Toyota Institute, the Global Leadership and the ManagementDevelopment Schools constitute the specific content of the trainingprograms.In 2002, the Toyota Institute conducted training programs targeting globalleadership candidates from TMC and overseas companies and for middlemanagement personnel to enhance understanding of the Toyota Way,enable best practice sharing and drafting of action plans, as well ascontribute to the creation of a global human network.

Outline of Training Programs

Toyota's labor-management relations are based on mutual trust between labor and management.Following a labor dispute in 1950, mutual trust between labor and management was adopted as thefoundation of labor-management relations in the joint labor and management declaration concluded in1962. Since then, repeated discussions have led to deeper understanding and trust between labor and

management.


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Mutual Trust Between Labor and Management

The basic concepts of mutual trust between labor and management are: improvements in the lives of employees are realized through the prosperity of the company, and labor and management thus sharethe same goal of company prosperity as a common value; management will take into consideration tothe greatest possible extent stable employment and will continuously strive to improve workingconditions; and employees will cooperate with the company's policies in order to promote the company'sprosperity.In the Labor and Management Resolutions for the 21st Century signed by labor and managementrepresentatives in 1996, mutual respect was added to mutual trust as a foundation of labor-managementrelations, and this is reflected in the current Guiding Principles at Toyota Motor Corporation.See details on the Guiding Principles at Toyota Motor Corporation

Mutual Trust between Laborand Management

Labor and ManagementResolutions for the 21st Century(Summary)

Basic Principles of Personnel Management

In order to create a relationship of mutual trust and respect between labor and management, personnelmanagement is conducted in accordance with four basic principles: (1) Creating a workplaceenvironment where employees can work with their trust in the company ; (2) Creating a mechanism for
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promoting constant and voluntary initiatives in continuous improvements; (3) Fully committed andthorough human resources development; and (4) Promoting teamwork aimed at pursuit of individualroles and optimization of the entire team.

Stable Employment

Stable employment that avoids simple layoffs and terminations is a key pillar in the relationship of mutual trust between labor and management. In addition, the Toyota management system is basedlargely on bringing out to the greatest extent employee abilities, reasoning skills and creativity.Consequently, the simple disposal of human resources, a major management asset, not only damagesthe relationship of trust, but also hinders the spontaneous display of ability by employees. Accordingly,

Toyota always takes a medium- to long-term management perspective and has made the realization andcontinuation of stable employment through all possible employment policies the fundamental basis of itsmanagement philosophy.

Creating Good Workplace Environments

In order to reflect the ideas and opinions of employees in corporate activities, in addition to promotingcommunication between employees of different rank within the company, Toyota has also established a

Toyota Creative Suggestion System and started QC circle activities. Toyota has established a number of hotlines for the fast and fair resolution of issues related tocompliance, gender harassment, mental health and working conditions. The employee awareness surveyconducted every year indicates that "pride in the company" and "employee satisfaction" remain high.


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Employee Awareness(Administrative and Technical)

Employee guide to various hotlines

Safety, along with quality and theenvironment, is an important topicrelating to the very foundation of acorporation. Based on thephilosophy of "Respect for People,"and the fundamental policy that"Safety is management itself" and "itis everyone's responsibility, fromsenior executives to every employeeat the workplace, to place safetyfirst," Toyota is making an effort tocreate a safe and energetic workenvironment.

Safety and Health

Beginning with development of activities which demonstrate assurance of zero accident record, Toyotahas developed a range of independent accident prevention activities. Although the number of STOP6 1-type accidents and designated occupational diseases 2 in FY2002 were the fewest to date, the goal of zerowas not reached. Nonetheless, through these activities, results have been achieved in terms of workplace management and environmental improvements, including the strengthening of workplaceteamwork and the improvement in the inherent safety 3 of equipment.

1. STOP6: Safety Toyota 0 (zero accidents) Project 6Activities to prevent six types of accidents which may cause death or disability (caught in machines,contact with heavy objects, contact with vehicles, falls, electrocution, and contact with heated objects)


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2. Designated occupational diseases: Injury from dust and noise, or musculoskeletal disorders3. Inherent safety: Completely eliminate or reduce the risk of accidents associated with work orequipment so as to pursue intrinsic safety at the workplace at the equipment design stage

Industrial Accident Frequency(Frequency Rate of LostWorkday Cases)

*The figures for all industries,manufacturing industries and theautomobile industry for 2002 arepreliminary

Safety and Health Promotion Organization and Structure

Building Good Health

Toyota is conducting employee health checks, including items required by law as well as its own items. In2002, the percentage of completely healthy Toyota employees 4 was only 55%, falling short of the goal of


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70%. Participation in lifestyle guidance meetings, one measure toward early recovery, was 75%, a lowerpercentage than the previous year. The ratio of Toyota employees whose health-related work restrictionswere lifted 5 to those who participated in the lifestyle guidance meetings was, however, twice as high asthat of the previous year.As an activity to prevent lifestyle-related diseases, Toyota is conducting a lifestyle improvementcampaign and recreational activities, through which it is making efforts to promote better health. Toyotaalso provided education and information to improve the awareness of each employee, which is necessaryto develop better lifestyles. In the future, Toyota will employ the Meal Check System 6 and begininstructing employees on how to improve their dietary habits andeducating them thorough self-management.4. Completely healthy Toyota employees: Ratio of those with the Arank of health management ratings (no problems found duringhealth checks, and not receiving medical treatment)5. The ratio of Toyota employees whose health-related workrestrictions were lifted:

Number of employees whosehealth-

related work restrictions werelifted 100

Number of participants inlifestyle

guidance meetings6. Meal Check System: A system for confirming and evaluating individuals' food consumption patterns,using data of their food and drink consumption in the cafeteria

Mental Health Care

Regarding mental health at the

workplace, in addition to educationin traditional knowledge, all of thenewly appointed managers andsupervisors undergo active listeningcourses 7 that are effective in theprevention and early detection of mental problems. In FY2002, 810newly appointed department generalmanagers, group managers, andothers at Toyota received thistraining.Regarding individual mental health

care, by strengthening ties amongpersonnel, the workplace, andworkers' families, Toyota is

Learning communication techniquesat an active listening course

Trend in Percentage of

Completely Healthy Employees


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improving its follow-up system forpeople who are on leave.

Through these activities, Toyotaaims to create a workplace withbetter communication in the future.7. Active listening courses:Experiential training in methods of building good communicationthrough understanding andsympathy for others' feelings andemotions; a technique of activelistening

With the on-going changes in the labor market environment, due to such factors as the globalization of business and social advances of women, one major task for increasing a company's competitiveness is tohave management that can make use of human resource diversity. In 2002, Toyota started a DiversityProject based on the concept expressed in Toyota's Global Vision 2010 of "promoting the creation of

environments featuring people from around the world with various abilities and values who are given theopportunity to experience self-realization as individuals." Through this, Toyota aims to increase itsemployees' motivation and optimize the value of its human resources.See the Global Vision 2010

Toward Promotion of Women's Participation

In 2002, based on the principle of respecting diversity and with the aim of reforming managementthroughout the company, Toyota set its sights on women's participation, reviewing its arrangement withregard to female employees, and taking steps to put a better environment in place. In order to promotethe creation of an environment more conducive to participation by motivated female employees, Toyota

has made a three-pronged effort to: (1) Help enable women to work and raise children at the same time;(2) Assist in women's career building, and (3) Reform the working environment and employee awareness. Toyota has also introduced flexible working arrangements and constructed child-care facilities atbusiness sites.

System for Helping EmployeesAccomplish both Child Rearing(or Nursing Care) and Work

Trends in Number of EmployeesTaking Child Rearing Leave
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*A system similar to the child rearingsystem is used in the case of nursingcare

As of March 2003, Toyota hadapproximately 5,800 femaleemployees, accounting for 9% of thetotal workforce, but the number of women employed has grown steadilyeach year as female students'awareness increases.

Trends in Ratio of FemaleEmployees(Example of AdministrativePositions)


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Employment of Disabled Persons

As of March 2003, Toyota employedabout 800 disabled people in manykinds of positions at variousworkplaces. Toyota believes inhelping the disabled achieveautonomy within society, and makesit a basic rule to have them worktogether with other employees.Human consideration is given to theconditions of their disability at thebusiness sites and ways are devisedto accommodate them in workplacefacilities so as to create a workplaceenvironment that is safe and easy towork in.As of the end of March 2003,

Toyota's disabled employees ratiowas 1.95%, exceeding the 1.8%Legal Employment Quota.**Legal Employment Quota: Inaccordance with the "Law forEmployment Promotion, etc. of theDisabled," private companiesnormally employing 56 or moreemployees are obligated to employdisabled people (either physically orintellectually disabled) at a ratioexceeding 1.8% of their totalworkforce

Trends in Toyota's DisabledPeople Employment Ratio

Career Design ForumWith the objective of assistingwomen's career building, Toyotaheld the Career Design Forum inNovember 2002 for about 400female employees.

The purpose was to help the womenbuild a network within the companyand to give them the motivation tocreate their own career visionsindependently and actively. Toyota

plans to enhance similar initiatives inthe future.


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Facility to Help Child Rearing "Toyota Child Care BubuLand"

In March 2003, the "Toyota ChildCare Bubu Land," an on-sitechildcare facility (in Toyota City,Head Office area), was opened sothat all employees, both male and

female, who wished to continueworking while raising children coulddo so without worry. The facility hasmany useful features, which includehaving a resident nurse on the staff and staying open until 10:30 pm.One female employee using thefacility (with a one-year-old child incare) expressed her sentiments inthe following way:"It's located at the company, sodrop-off and pick-up are easy, and I

can continue working without havingto worry if extra work shouldsuddenly crop up."

winning organization, the different types of process for a succesasful team in a business or...

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