Dealing With Organisational Performance Issues

Identifying and resolving organisational issues dramatically benefits an organisation and its staff. The quicker an organisation resolves administrative matters, the sooner it can create a healthier workspace and focus its energy and resources on increasing customer service and sales turnover.
 
Organisational issues vary in their nature and scope. They can be strategic or tactical, impacting the organisation with severe and critical issues at one end of the spectrum to insignificant but annoying areas of concern at the other end. Typical examples might include:

• A civil engineering company that failed to manage its supplier invoice processing system, resulting in supply debt building to levels that drastically reduced cash flow and elongated project completion times, further compounding cash flow issues.

• A public sector organisation implementing an inappropriate management structure preventing its private sector trading company from reaching its maximum sales, turnover, and profitability.

• Housing associations that do not ensure that products and services are procured to maximise the efficient use of financial resources, resulting in sub-optimal customer service levels, increased costs, and elevated supply risks.

• A construction equipment importer that neglected to ensure CE and ISO compliance of its products when adapting them for sale within the UK market, placing equipment operators at severe risk of death or injury when using the construction equipment.

• A construction equipment dealership that placed its field service engineers at risk of death or serious injury by failing to specify and procure personal protective equipment compliant with the industry sectors operated by the dealership.

Good corporate practices promote a sense of accomplishment and achievement. System and procedural improvements can motivate an organisation in its change management process to evolve incrementally and increase staff motivation to push for new solutions to make proactive changes to avoid the same issues in the future.
 
Low-performing organisations will look to increase their staff to resolve performance issues rather than review their systems and procedures to enable staff and Team Leaders to achieve more with less by working smarter rather than harder.
 
Organisations rarely fail because of environmental changes. They fail because low-performing Team Leaders cannot always communicate or are unable or unwilling to deal with change. The most crucial aspect of any business is communicating about and adapting to change, especially as a team.
 
Effective communication leads to action and results, whereas poor communication causes mistakes and delays that affect performance, customer service and profitability. High-performing Team Leaders:
 

• Proactively manage the impact of organisational and industrial uncertainty within themselves before they impact corporate change projects.

• Instinctively show that leadership is not a position. It is about influence or having the power to change or to be able to alter something within their sphere of influence.

• Show that they are responsible for their performance and that of the organisation, their Team, and their staff.

• Take pride in their role and skills and know that if they do not deliver, they let themselves, their Team, and their organisation down.

• Know that if a team wins, it is not because of one person but due to everyone within the group, and develop this attitude in their staff, teams and across their organisation.

• Build a high-performance ethos where everyone helps bring out the best in each other, knowing their role is to produce more leaders, not followers.

• Have high enthusiasm for their work and people across all business aspects.

• Are genuinely invested in increasing the performance of the organisation, its profitability, and its customer service offering.

• Dedicate their efforts to drive projects or work assignments, see them through to the end and ensure that all aspects of their duties or tasks are perfect, down to the smallest detail.

• Pay great diligence and will not skip parts of an assignment or task to reach a completion date.

• Take calculated risks and do not fear failure as they take the occasional step backwards on the road to perfecting the performance of themselves, their Team, and their business.

High-performing organisations' staff can decide which projects they want to concentrate on and how to use their capabilities. Making the necessary decisions without asking anyone in authority for permission allows high-performing Team Leaders to produce extraordinary results.
 
In high-performing organisations, Team Leaders become ingrained in group cohesiveness, getting along, and providing help whenever possible. They step in immediately with any problem or issue to pick up the slack.
 
However, the essential characteristic of all high-performing Team Leaders is that they always perform beyond the highest levels of performance and achievements. They possess a united vision of the organisation and its values. They are aware of the importance of actively working towards upholding them.

More articles can be found at Procurement and Supply Chain Management Made Simple. A look at procurement and supply chain management issues to assist organisations and people in increasing the quality, efficiency, and effectiveness in the supply of their products and services to customers' delight. ©️ Procurement and Supply Chain Management Made Simple. All rights reserved.

#procurement #procurementtransformation #procurementmanagement #procurementstrategy #supplychainmanagement #supplychain #supplychainexcellence #purchasing #purchasemanagement #commerical #business #managementconsulting