BSBMGT401 – Enhance Organisation‘s Image Copy

BSBMGT401 – Enhance Organisation‘s Image Copy

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Element 2: Enhance Organisation’s Image

Performance Criteria Element 2

2.1 Use organisation’s standards and values in conducting business

2.2 Question, through established communication channels, standards and values considered to be damaging to the organisation

2.3 Ensure personal performance contributes to developing an organisation which has integrity and credibility.

Enhance Organisation’s Image

Use Organisation’s Standards and Values in Conducting Business

Standards and Values

The use of organisational standards in the workplace are a sure-fire way of improving long-term sustainability of the organisation. They allow you to ensure that you have improved business performance and competitiveness when compared to the competition as well as a higher reputation level among your consumers.

However, it must be noted that competitiveness and reputation are something that must be earned by a business, any problems can cause these to be diminished very quickly. A good reputation as a leader and for your organisation as a whole is something that comes about through solid management, effective public relations, good marketing and communication to your internal and external customers.

The way that you behave as a leader is something that can have a direct effect on the operation of your organisation. As a leader, you need to strive for high ethical behaviour, decision making that is transparent, good health and safety performance as well as sustainable environmental decision making.

As a leader, if you do little on any of these points, you will quickly find that your organisation suffers issues with regards to the way that people perceive it and your fundamental performance measures may fall quickly.

Poor leadership has a number of consequences that you as a manager and leader must carefully consider when undertaking your role on a day to day basis. Suffering lower sales, poor market share and damage to reputation are just three of the most common issues.

The enforcement and measurement of business standards are something that you, as a manager, need to take seriously. Your progress towards achieving the goals that you set could be perceived as a critical measure of your performance as a leader and thus you need to ensure that you understand business standards and keep them in mind in all the day-to-day activities that you undertake.

The organisation’s standards and values will be stated or implied by the way the organisation conducts its business.

Question, Through Established Communication Channels, Standards and Values Considered to be Damaging to the Organisation

Long term business success is linked to the standards and practices of the organisation as a whole. Those with high standards tend to thrive, while those where the business leaders are not standards-based, tend to falter. Let’s now consider some of the actions that you, as a leader, can take to improve this level of performance.

1. Examine your values

All organisations that are worth their salt have a values statement. This document is not something that is written and filed away. It is a living document that needs to be formed carefully, executed continually and enforced by the management. Values come from above, but need to be continually examined and changed as needs arise.

2. Look to your stakeholders

The development of values and standards of acceptable practice affect both internal and external stakeholders – therefore you need to look at your stakeholders for ideas on where practices and standards could be improved.

3. Keep it real

Standards and practices are not just done in order to make a feel good commercial. They are there for action and to be used on a daily basis within the business. To this end, ensure that the standards are real, they are authentic and they truly reflect your vision as a leader.

4. Ensure that as a leader you work with your senior management in improving practices

Get them involved in the decision making processes.

A good acronym for leaders to remember is LEAD:
• L for Leadership

Show real leadership in terms of the values and standards that you are implementing. Lead by example and you will find that others are much more likely to follow your lead

• E for Execution

The standards that you write for the business that you lead actually need to be seen to be put into action if it is to be perceived as being an authentic way of improving performance. Ensure that you use your standards right though the business as a way of measuring performance among your staff.

• A for Advocate

Make sure that your standards are advocated throughout the entire organisation – from the very top to the very bottom.

• D for Disclosure

Make sure everyone is aware of what you are doing and why you are doing it.

Ensure Personal Performance Contributes to Developing an Organisation which has Integrity and Credibility

Performance as a Leader

As a business leader, you are continually looking to improve the performance of your organisation. This may come about by making improvements to productivity, ensuring the business is more efficient or even just making the organisation a more desirable one in which to work for your staff.

As a leader, you need to take steps that can show that you are improving your own personal levels of performance. If you are able to do this, it is a short step up to improving the entire organisation. Leading by example is an admirable thing for an effective leader to do. Some things that you as a leader, could do are:

1. Prioritise

Look at the list of things that you, as a leader, hope to accomplish and slowly work your way through these tasks based on the way that you feel they should be prioritised. Prioritising tasks can be done on a number of bases, the most common include: when they need to be completed, relative importance, and value to the organisation long-term and short-term. Look at how each of the tasks that you have to do will impact on organisational performance and use this as a way of targeting those things that need doing within the organisation.

2. Avoid Procrastination

Procrastination is the thief of time, and needs to be avoided at all costs. As a leader, you have 1000 competing priorities on your time, the last thing that you need is not knowing what to do and when. Finding ways to resolve procrastination is a sure-fire way of improving your performance as a leader. Find ways of identifying those tasks that you are avoiding and tackle them as soon as possible, Examine the way that you undertake tasks and look for ways that you can reduce procrastination in your everyday working life.

3. Understand your Motivations

Know yourself, your skills, your weaknesses and the speed with which you are able to complete projects. It might help to record your daily activities to get a sense of how you use your time. Put to use your personal creativity and originality through clarity of mind and imagination. This will increase your personal efficiency, working speed, enjoyment and work quality.

4. Be Motivated

Be positive and concentrate on what you are doing well, rather than dwelling on anything that you are having trouble with. Maintain your motivation through positive thinking, knowing what you are good at and working on areas where you could improve.

5. Use your Employees

You will find that as much as you would like to try and do everything, you simply can not. Do not be a hero. Try to delegate if you feel you will not be able to accomplish everything in a given time frame. Delegation also helps to build teams and make them stronger.

“He that cannot obey, cannot command” – Benjamin Franklin

Building Integrity and Credibility Through Trust

Let’s now look at trust and how this can be sought in the workplace. Trust is all about trying to build strong relationships and one of the best ways of doing this is to stop trust being destroyed in the first place. If you can do this, then you have no need to actually rebuild trust in yourself.

This means that as a leader, you need to establish ways of showing your integrity and your commitment to your staff. If you can do this, then you are in the best position to having your staff trust your decisions and the way that you do your work. Key methods include:

• Open and honest communication
• Making decisions that are transparent and logical
• Providing information on your decisions
• Being clear about what you want to achieve and ensuring all staff are aware of this.

Trust means relying on your staff to do the job they are employed to do. As a leader, you must trust your staff and they must trust you.

Gaining Trust and Respect
Always listen to everything that your employees have to say
Treat your employees well, they should be partners in your organisation
Be polite
When an employee does something well, recognise it
Allow your employee does something well, recognise it
Allow your employees to feel empowered in their work by giving them more responsibility
Treat them fairly and equally
When making decisions, always be firm
Admit mistakes, never hide from them
Give credit where credits is due
Be connected about problems
Always keep staff members informed about what is going on

 

What Not to Do!
Never treat staff as inferior
Never lie to your staff
Be honest, do not build false hopes
Never take their ideas as your own
Never swear
Never be wishy-washy in your decision making
Don’t treat your employees like they are 5 years old
Don’t be intimidated by your employees

 

You may also find that you can build trust in your employees by simply being professional. Sometimes you may be asked to deal with issues which are quite difficult or personal. This can bring about a number of issues and problems, including:

• Some staff members may feel you are playing favourites and this can lead to resentment among your staff.
• Staff members may feel like you are harassing them if you get too close – or others around the office may feel this way.
• If you develop a strong personal relationship or friendship with a staff member it is very easy to feel like you cannot make decisions that may harm them.
• Getting too close can allow your integrity to be damaged.
• If you have staff who are your friends, you may find yourself in a position of telling them things that you should never have told them.

As a manager, it is important that you show concern and care about your employees, but there is a boundary between being professional and being unprofessional that you must be careful not to cross. Deal with your staff in a sensitive manner, but do not cross the line and become too personally involved, as this can lead you to becoming a weaker leader.

This Means….
Show interest in matters that your staff members bring to your attention
Always try to have meaningful and productive discussions about these issues with your staff
Find out as much as possible about an issue as you can before you make a judgement on what is being done
Try to identify any issues in your staff that they may be feeling but which they are not telling you about
Look at root causes, for the way your staff are feeling
Everyone is different, so recognise that you must treat different staff in different, more appropriate ways.

Key Points

• Your organisation should have a series of standards and values that are used when conducting any form of business. These standards and values are used to assist leaders and staff make decisions that enhance the image of the organisation.

• Whenever you come across a standard or value that you feel is damaging to your organisation, it is important that, as a leader, you question it to determine whether it is the right course of action.

• Your personal performance as a leader will directly affect the credibility of both you and your organisation.