Excellence is the status that each organization aims to claim. Organizational plans are made to gear the organization to the height of success. It is made to develop and improves the organization to supply the growing and demanding needs of its clientele. It is a never ending battle for what is excellent in the last five years may be obsolete today. This is why leaders and managers all over the world often engaged in continuous evaluation of the present status of their organization and restructure it to meet and sustain excellence. Excellence is the unlimited ability to improve the quality of what you have to offer. To achieve excellence an organization must be effective. Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. According to Richard et al. (2009) organizational effectiveness captures organizational performance plus the myriad internal performance outcomes normally associated with more efficient or effective operations and other external measures that relate to considerations that are broader than those simply associated with economic valuation (either by shareholders, managers, or customers), such as corporate social responsibility. According to Aristotle “Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but rather have those because we have those because we have acted rightly. We are what we repeatedly do. Excellence then is not an act but a habit.” In an organization what they repeatedly do and how they usually act to different circumstances or how they do thing is their organizational culture. Therefore to develop a habit of excellence the leader must focus on developing a culture of excellence. Organizational culture is defined as “A pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation...
Please join StudyMode to read the full document