What does organizational excellence imply

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As global economic trends lead to changes in manufacturing strategies, companies today are realizing that organizational excellence can only be achieved when functional decisions are synchronized and fully aligned with corporate goals and objectives

To survive in today's increasingly globalized world and competitive environment as well as increase market share, organizations need to excel. To excel, a company needs to focus on all parts of the organization, optimizing the use and effectiveness of all its resources. Today's rapidly changing business climate challenges companies to continuously improve performance. Only companies with a commitment to organizational excellence will remain competitive, Harrington (2006).

According to Washington, excellence is doing ordinary things extraordinarily. He continues to say that performance excellence can become evident when an organization beats its competitors, and it is usually measured by the ability to sustain a leading or significant market share. Organizational Excellence performance is achieved through the successful integration of a variety of operational and strategic elements that enables an organization to become one of the best in its industry.

Organizational excellence implies systems, operations, activities and values which managers would consider relevant in achieving their notion of a high performance organization.

According to Harrington (1991), organizational excellence is the delivering of services with the highest quality, showing, initiative, and making a commitment to quality.

Organizational excellence involves the follo


To compete successfully in a highly competitive and constantly changing business environment, however, organizations need to attain 'fitness', the capacity to learn and change to fit new circumstances. Organizations adopt and adapt to several processes and strategies to attain competitive edge over their competitors, to gain greater market share in the industries they operate and ultimately achieving organizational excellence, (Beer, 2002). Beer, Voelpel, Leibold, Tekie (2005)

Unfortunately many fail to 'fit' or align their environment, strategies, capabilities, leadership skills and other areas that could be employed to achieve their organizational vision statement. Other managers who may have all it takes also do not know how to lead systemic and fundamental change for the attainment of organizational or corporate excellence.

It is against this backdrop that this research seeks to ascertain what organizational excellence is and what it implies as well as propose ways with which Pentecost University College can achieve organizational excellence through strategic alignment.

Process management

The process management concept certainly is not new to management professionals; it is the basis of most improvement methodologies. A process is a series of interconnected activities that take input, add value to it and produce output. It is how organizations do their day-to-day routines. Your organization's processes define how it operates, Harrington (2005). H. James Harrington,

(Journal: Handbook of Business Strategy Volume: 6 Number: 1 Year: 2005

In order to manage a process, the following must be defined and agreed on:

An output requirement statement between process owners and customers.

An input requirement statement between process owners and suppliers.

A process that is capable of transforming the suppliers' input into output that meets the customers' performance and quality requirements.

Feedback measurement systems between process and customers, and between process and suppliers.

The process must be understood.

A measurement system within the process.

These six key factors should be addressed when designing a process. However, the problem facing most organizations is that many of their support processes were never designed in the first place. They were created in response to a need without really understanding what a process is.

Here is what William J. Schwarz from the Center for Inspired Performance says, "Most individuals, teams, and groups within an organization will take the path of least resistance. Inevitably, over time, they will function at the lowest level acceptable."

The two approaches to process management

There are two basic approaches to managing processes. They are:

The micro-level approach that is directed at managing processes within a natural work team or an individual department.

The macro-level approach that is directed at managing processes that flow across departments and/or functions within the organization.

Most of the work that quality professionals do is related to continuously improving our processes. Some of the tools we use include design of experiments, process capability studies, root cause analysis, document control, quality circles, suggestions, Six Sigma, Shewhart's cycles, ISO 9000, just-in-time manufacturing and supplier qualification, among many others.

Management in excellent organizations requires each natural work team (department) to continuously improve (refine) the processes they use.

Refining the process is an ongoing activity. If the refinement process is working, as it should, the total process' efficiency and effectiveness should be improving at a rate of 10 to 15 percent a year. In most cases the process team focuses on the broad problems that reflect across departments and reap this harvest within two to three months. At that time the process team can be disbanded and the process refinement activities turned over to the natural work teams (NWT) that are involved in the process. (The Area Activity Analysis (AAA) methodology that is discussed in this section one is the most effective approach to process refinement.)

IBM reported that by focusing on their processes and working with their suppliers, "Between 1997 and 2001, the hardware reliability of our high-end servers improved by more than 200 percent while computing power increased by a factor of four."


Organizational excellence involves a number


Achieving organizational excellence begins with the said organization having a feasible vision statement and a mission statement. An organizational vision and mission are the organization's reason for existence. They often reflect the values and beliefs of top managers in an organization. The mission statement is the broad definition of the organizational mission. It is sometimes referred to as a creed, purpose, or statement of corporate philosophy and values. A good mission statement inspires employees and provides a focus and direction for setting lower level objectives. It guides employees in making decisions and establish what the organization does, (Encyclopedia of Business, 2nd ed).

Amy McMillan

Reference for Business, Encyclopedia of Business, 2nd ed.

Organizational vision, a compelling view of a future yet to be, creates meaning and purpose which catapults both individuals and organizations to high levels of achievement. Within organizations, vision can be utilized to empower individuals to "take action" to realize high levels of contribution and achievement.

The ongoing task of executive organizational leadership is to articulate and nurture a shared vision that engages and empowers individuals in order to bring out the best in people. In fact, successful companies have found that the broader the participation in creating a vision, the greater the commitment people will have to it.

Visions excite people by appealing to their emotions. Jerry Wind, a professor at the University of Pennsylvania, refers to a vision as "something to rally around, a glue pulling the organization together" (Kiechel 1989).

Business Horizons, Jan-Feb, 1994 by Neil H. Snyder, Michelle Graves

The Pentecost University College as it intends to survive become one of the best private universities in the country Ghana and beyond, the tertiary industry has it as its vision to empower students to serve their own generation and posterity with integrity and the fear of God and also has a clear mission statement which represents its philosophy, to be at the cutting-edge of the dissemination of knowledge, quality education, research and training for the purpose of producing an excellent human resource base to meet the demands of our country's development.



Organizational excellence factors, leadership has been studied to understand its impact on an organization's performance. It is generally expected that "good" leadership is the key to the organizational success that leads to superior performance. Many years ago Sun Tzu explained that successful strategy results from effective leadership among other things (Wing, 1988). Kirkpatrick and Locke (1991) empirically showed that leadership characteristics were correlated with firm success. Pinar, Musa; Girard, Tulay (2008)


Many organizations have realized that employees play a key role in satisfying customer needs, creating customer value, and achieving the company objectives. As Kotler (2002) and Zeithaml and Bitner (2000) point out, the firms make "promises" to their customers about their products and services through external marketing. However, it is the employees who deliver on those promises through internal and interactive marketing. Kotler (2003) asserts that it makes no sense to make promises unless a firm has the personnel to deliver them. Pinar, Musa; Girard, Tulay (2008)


To operate effectively, organizations need to 'fit' or align themselves with their environment, strategies, capabilities and leadership skills. To compete successfully in a highly competitive and constantly changing business environment, however, organizations also need to attain 'fitness' - the capacity to learn and change to fit new circumstances.

The concepts of fit and alignment are not new in business literature, yet the record of change - the many failed initiatives most organizations embark on in By employing quick, superficial change programs leaders skillfully avoid learning the truth about poor coordination across vital activities in the value chain and the fundamental organization design, cultural and leadership issues that are blocking organizational effectiveness, (Beer, 2002).

The result is cynicism, low commitment to change and ultimate failure to align the organization with strategy. In response to these problems, the Strategic Fitness Process (SFP) was developed as an integrated, disciplined, leadership platform that a senior management team can utilize to create an open conversation about their organization's fit with the strategy and environment as well as their own leadership. SFP enables truth to speak to power, making it possible for the senior teams to conduct a systemic diagnosis of the organization's problems based on valid data, and to identify organizational and leadership barriers that prevent change, (Beer, 2002).

For the purposes of practical discussions, this research considers how /seek to analyze how/ Pentecost University College intends to achieve organizational excellence given its strategic vision This researcarticle discusses the theory and premises underlying SFP, describes the step-by-step process and illustrates its effects on the design, culture, leadership and performance of a Hewlett Packard business unit that utilized SFP to solve strategic and organizational problems that were undermining its performance. We propose that honest conversations about the organization and its leadership produced by SFP enable fit as well as fitness - the capacity for continuous learning organizations require to maintain fit as the environment changes, (Beer, 2002).

Integrity capacity as a strategic asset

One of the challenges that Pentecost University College may face as a Christian institution given the mission statement is integrity on the part of management staff, Lecturers and students in general aligning with the strategic engine

Integrity can be defined as the quality of moral self-governance at the individual and collective levels.

The integrity capacity construct builds upon the ordinary language distinctions and extends their scope to the collective realm. The focus on collective integrity capacity is an outgrowth of the tradition of integrity literature in philosophy and psychology. The tradition of integrity literature, however, has gained wider acceptance and moved from the domestic individual level to the global collective level (Carter, 1996; Paine, 1997; LeClair et al., 1998), incorporating both organizational and extra-organizational contexts.

Integrity capacity can be defined as the individual and/or collective capability for repeated process alignment of moral awareness, deliberation, character and conduct that demonstrates balanced judgment, enhances sustained moral development and promotes supportive systems for moral decision making.''

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How Pentecost University College can achieve organizational excellence through strategic alignment

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