work efficiently and effectively

In politics, it is always easy to protect with efficient and effective working within the government. Too often it turns out that the terms are used too easily and incorrectly. It becomes synonymous with market forces, which is factually incorrect

The right things [effective], doing good the first time [efficient]
Working effectively means that an organization carries out only those things that contribute to the achievement of its objectives. Any other actions that do not contribute to the objectives are considered wastage.

Efficient means removing errors from the processes. The errors can be the result of incorrect execution of the process or the process has been set up incorrectly, as a result of which it no longer contributes sufficiently to the optimal fulfilment of its task.

This is the core of the process of optimization. The word market forces does not appear at all here. That is the great misconception that prevails. Private companies also have administrative obesity just as well as public organizations. However, market forces tend to penalize a private company for inefficient [read expensive] trading than a public organization.

What are the main levers to achieve an effective and efficient organization, without moving to privatization.

tipping point Leadership
In the face of a declining economy, the leadership of an organization is of great importance to propose new ways [vision] that ensure that the organization can continue in a changing form. The leaders of a company must overcome four important obstacles to minimize organizational risks and to realize the implementation: the cognitive hurdle, the resource hurdle, the motivation and the political hurdle.

Top management must understand the organization that change is necessary. The current situation in which many organizations find themselves feels comfortable for employees, but leads to a disproportionate increase in costs when the existing strategy is implemented. Breaking the current situation can be accomplished by confronting employees with the harsh reality. Creating a sense of urgency. Management must also be honest in this. Cutbacks are cutbacks and most of all, not fun. Do not hang frills on it. The sooner the organization becomes aware of reality, the sooner the change process begins. A process that starts with behavioral change.

Organizations still tend to divide their efforts over too many resources. Management should ask questions such as; “Are we allocating resources based on old assumptions, or should we look for solutions to focus resources on hot spots?” Where are our hot spots – that is, those activities that have the greatest impact on our performance, but are struggling with a lack of money? Conversely, where are our cold places – those activities that have little impact on performance, but consume significant amounts of money? So the evaluation of processes and their added value to the ultimate goals of the organization. The smaller their added value and thus a relatively high cost contribution, the colder that ‘spot’.

For a new strategy to be implemented effectively, people must not only recognize what needs to be done, but also have the motivation to function sustainably and meaningfully. Work may therefore not be based on a necessary evil because the market ‘compels’ it to do so. What are the main influencers of our work? [Kingpins]

When the organization changes, 3 clear groups are recognized: The leaders, followers, resistance. The followers are the big middle who will eventually adapt to the inevitable situation. The resistance group is the biggest problem. They will continue to resist any change at any time.

For a long time now, there has been a perception within organizational theory that if we include the large middle group, the rest will follow. This is correct in itself, but it is extremely time-consuming and slows down the change process. It is better to get the group with resistance, or some of them, along in the process. Together with people from the Trekkers group, they quickly become an exemplary function that can genuinely convince the rest of the organization. Better than you can as a manager.

Organizational politics is an inescapable reality. Even if a company has reached the tipping point of execution, there will be powerful vested interests likely to resist the impending changes. The question is, how can you identify these and change silent internal opponents? Integrity of leadership is then essential to bridge this hurdle. Keep your integrity