Organizational Effectiveness

shapingal Effectiveness Researchers analyzing what CEOs and managers do have pointed to control, innovation, and efficiency as the three roughly important shapees managers implement to esteem and measure how in effect(p) they, and their arrangings, argon at creating value (L. Galambos, 1988). Control is essential over the outer and inhering environment by knowing what the demand for a transmission line is. A tool to help make these decisions with control is to conduct a trend analysis. An analysis testament reveal patterns be it internal or external of an organization.To identify current patterns along with the status of the organization managers be able to determine how to restructure the logical argument in or to form product or services in the most efficient route possible. This may include adding additional skills, technologies, or current assets to the current liveforce anything that will produce the best proceeds of an organization in the most efficient way. An organization must be innovative when introducing their product or services to the mart.This may require focusing to demand radical smorgasbords to the organization by improving or ever-changing carry outes, advertising, and just acquire the potentiality to adjust to any environment the organization has to confront be it internal or external. An organization does not need to use the three methods to assess and measure organizations effectiveness it would depend on what needs attention, but it is everlastingly good for an organization to know the health of their organization pertaining to the three measures. submit 1 (Jones. , 2010) L-3 communications. Revenue Over $5 bil. Employees Over 10,000 portion 1000, Fortune 500, Russell 3000 Industry Aerospace & defence force , Consumer Electronics , Consumer Goods , Manufacturing SIC codifications 3663 NAICS Codes 334220 L-3 is a prime contractor in Command, Control, Communications, Intelligence, Surveillance and Reconnaissanc e (C3ISR) systems, aircraft modernization and brinytenance, and national security solutions. L-3 is as well as a leading provider of a broad range of electronic systems used on military and commercial platforms.Our guests include the U. S. discussion section of Defense and its prime contractors, U. S. Government intelligence agencies, the U. S. Department of Homeland Security, U. S. Department of State, U. S. Department of Justice, allied foreign governments, domestic and foreign commercial customers and select separate U. S. federal, state and local government agencies (Company Profile, 2013). Currently L-3s concern is to plight in an efficient sort to maintain and increase their target market.L-3s similar companies are Raytheon Company, Lockheed Martin Corporation, Northrop Grumman Corporation, and The Boeing Company. They are giants in their field and are companies that are veterans to the profession. With a majority of veteran companies, the challenges are similar with L-3 the continually changing environment. Example the changing technology, changing target markets causes the reluctance of channelize in the internal cultures of these large companies and L-3 is not immune to this challenge.The best preliminary to use for L-3 is the metrics that would help improve organizational effectiveness. This is the internal system approach see Table 1 (Jones. , 2010) . This method includes improving the communication process surrounded by the levels of management. Elevate problems in a timely manner to fastness management. The internal health of the company is beneficial information ( be it nix or positive) quickens decision-making process which in turn allows the organization to continue with planed processes.One of the main issues to correct is the workforce to shift into using new tools, processes, and just flavor at the organizations requirements differently for the organization is changing, nothing is agreeable with change. This constant change wit hout training causes decrease in motivation, create conflicts and certainly prevents L-3s output to its market, and in the end a delay in output to the market does disrupts the external environments. Thus, processes need to be re-evaluated and restructured.Replacing the aging tools with current tools results in a streamline and automates processes. The Benefits of Process Automation Improved Efficiency. Many profession processes thwart systems, departments, or even external business partners. Manual effort, poor hand-offs between departments or partners, and the general inability to monitor overall progress results is a signifi dealt waste for most processes. Process automation eliminates or significantly reduces these problems with a resultant reduction in labor hours, time span, and change magnitude throughput.Increased Productivity. By automating processes that are currently existence implemented manually, individuals can work more efficiently and can bespeak on new or addi tional workloads. Process automation allows us to rise to the challenge of being asked to do more with less. Shorter Cycle Times. Time is money. By automating processes, they are unploughed moving, hand-offs are facilitated, consistency is assured, and cycle times to complete the process are shortened. Getting the product or service to the end user or to market quicker can result in significant financial benefits.Consistent Process Implementation. Consistency comes from having a documented process that is understood and followed either time. Process automation makes the process easy to understand and enforces adherence to the process steps. This eliminates missed steps often found in manual processes, resulting in consistent, reliable measures that assist in making decisions and implementing process improvements. Corporate arrangement and Compliance. Process compliance, regulatory compliance, and corporate governance are ever change magnitude in importance.Organizations must d emonstrate consistency and show that effective controls and business monitors are in place to ensure processes are sound and will provide financial accountability, visibility, and reduce risk and fraud. Process automation can help your company with compliance issues surrounding regulations like the Sarbanes-Oxley Act, Combined Code for Corporate Governance, Bilanz Reform, and more. Noncompliance or lack of adequate controls can live your company big-time.Process automation ensures your processes are followed as they are laid out. might to Quickly Implement Change. Another benefit of automated process is that the reliable, consistent information provided can enable you to recognize the need for change or improvement quickly and then be able to make that change and put it into effect in a faster and more controlled manner than you could with a manual process. The ability to change quickly provides an important business advantage. Improved Customer Service andSatisfaction. Customers are much more pleasant when they receive timely, top quality products and services. Process automation enables you to build consistency into your products and services, facilitate continuous improvement, and get the product or service to your customer faster. Happy customers are repeat customers. Reduced Costs and Improved Profits. solely of the above benefits result in direct bottom-line results of reduced costs, ability to take on more work, and improved profitability.All things any company is seeking (A. Moudry, 2013). To micturate organizational effectiveness, management L-3 needs to focus on structuring their workforce, internal employee management systems, and the organization and abilities (including the organizational culture) to the plan. This is a crucial point to any system and engagement from all involved dictates whether organizational effectiveness, management is a success. References A. Moudry, J. (2013, environ 16). Real Benefits of Automated Processes.Retrieved from NEXTGENPINEW. COM http//www. nextgenpinews. com/files/Real%20Benefits%20of%20Automated%20Processes. pdf Company Profile. (2013, March 14). Retrieved from L-3 http//www. l-3com. com/about-l-3/company-profile. html Jones. , G. R. (2010). The Organization and Its Environment. In G. R. Jones. , Organizational Theory, Design, and Change, Sixth Edition. Prentice Hall. Copyright 2010 by Pearson Education, Inc. L. Galambos. (1988). What deport CEOs Been Doing? . Journal of Economic History, 18, 243258.