{"id":2357,"date":"2019-05-18T22:16:13","date_gmt":"2019-05-18T22:16:13","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2357"},"modified":"2019-05-18T22:17:32","modified_gmt":"2019-05-18T22:17:32","slug":"corporate-health-management-main-organizational-development-axes","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/Corporate-Health-Management\/The-Main-Approaches-to-Improving-Organizational-Health","title":{"rendered":"Corporate Health Management: Main Organizational Development Axes"},"content":{"rendered":"

As we have seen in the article\u00a0“Introduction to Corporate Health Management”<\/a><\/strong>,\u00a0globalization, with all its consequences in terms of increased competition and acceleration of change,\u00a0<\/strong>represents a given data with which we must learn to live<\/strong>.\u00a0The point, thus, is to learn how to avoid its negative impact, be it for\u00a0individuals<\/em>\u00a0or for the\u00a0organization\u00a0<\/em>as a whole.<\/p>\n

Here are a few recommendations that do seem to bear results in practice. The central axis consists in\u00a0identifying the manager’s reference framework (illustration)<\/a><\/strong>\u00a0at 3 different levels:<\/p>\n

    \n
  1. At organizational level\u00a0(what’s the use of what I do)<\/em><\/li>\n
  2. At the level of the workplace\u00a0(what I do)<\/em><\/li>\n
  3. At personal level\u00a0(who I am)<\/em><\/li>\n<\/ol>\n
    I. ORGANIZATIONAL AXIS<\/strong><\/h5>\n

    At organizational level, the company may wish to foster as much as possible the integration of all employees<\/strong>, and of managers in particular. This\u00a0development process<\/em>\u00a0would mainly be based on three elements:<\/p>\n

    1. A transparent strategy:<\/strong>\u00a0If we wish for everyone to contribute to corporate strategy, then we should make clear what orientations have been chosen. In other words:\u00a0strategy is a formidable tool for stimulating employees, yet they need to know how they can contribute to it<\/u>!<\/p>\n

    If the company decides to play the game of transparency regarding its\u00a0strategic orientations<\/em>, it will be confronted to the question of how much of it the management and staff members will be able to understand and put into application.\u00a0This is a purely communicational issue<\/u>. Indeed, if both managers and staff members are being steamied by some emotional preoccupations, the transmission of the strategy will not find any echo.<\/p>\n

    If, for instance, managers are angry, they will not be receptive to an\u00a0economic or rational language<\/em>. All they will know of is their anger and the future of the company might seem of secondary importance to them. The company’s decision-makers should thus take the\u00a0expectations<\/em>\u00a0and\u00a0frustrations\u00a0<\/em>of their employees into account when trying to communicate their vision of the company’s future. Ideally,\u00a0the implementation of any strategic action should thus start with a phase of listening to the company’s management and staff<\/u>. Moreover, this ought to be followed by a response from the company’s Board, as the vector of the organization’s strategy.<\/p>\n

    2. The development of a unified organizational culture<\/strong>\u00a0that matches the\u00a0organizational culture<\/em>:\u00a0<\/strong>any change in the company’s structure will also have an impact on its culture<\/u>. It is this\u00a0organizational culture<\/em>\u00a0that represents the fertile earth which will allow employees to grow professionally. In the course of a restructuring process (business process reengineering, merger, downsizing, etc.), it is thus important to attribute all the\u00a0ressources<\/em>\u00a0necessary to the assimilation of the new culture.<\/p>\n

    3. A tolerant vigilance:<\/strong>\u00a0why speak of tolerant vigilance? We should show\u00a0tolerance<\/em>, because\u00a0men, not being machines, will need some time to adjust to the new structure<\/u>\u00a0and may commit some mistakes in the meanwhile. We should also show\u00a0vigilance<\/em>, because it is important to set some\u00a0limits to tolerance<\/em>.\u00a0It is indeed necessary for them to send the signal that some kind of improvements are taking place. Moreover, any attitude of inertia should be promptly addressed.<\/p>\n

    II. WORKPLACE MANAGEMENT<\/strong><\/h5>\n

    Disorganization and the lack of clarity represent significant stress factors to the company.\u00a0<\/strong>The company should thus determine in the most precise way possible the projects and responsibilities that are attributed to the management.<\/p>\n