One of the aspects used by Peters and Waterman (1982) in the book “ In Search of Excellence” was entrepreneurship and autonomy. Exceptional organizations value entrepreneurship. These organizations make sure that their units and departments are small to enable informal networking. This would enable the development of new ideas in an enterprise. The next aspect is the exceptional organization making productivity by using people. These organizations make sure that people are well recognized and rewarded in everything they contribute thus making them feel valued. The fifth aspect as stated by Peters and Waterman was hands-on and value-driven.
The leaders in exceptional companies are value-driven. These leaders maintain close contacts with their customers and staff. Additionally, they lead by example and are easily traceable by their respective employees. The sixth aspect is the fact that exceptional companies focus mainly on the key skills of the company. These companies prosper because they recognize their strengths and build upon them with a view to making their customers happy. The seventh aspect of excellence is having skillful and innovative members of staff.
Peters and Waterman state that exceptional organizations implement simple structures that are designed in maximizing innovation, as well as interaction. These exceptional organizations are able to work successfully with competitive staff who meets the necessities of customers. The eighth aspect of excellence state that these exceptional organizations value inventions and risk-taking henceforth, rewarding people who think freely and have the courage. These companies make sure that innovation focuses mainly on their customers’ satisfaction. In addition, they make sure that their workers learn and understand the values of the organization.
Exceptional companies remunerate loyalty and nurture commitment. This is done by granting autonomy and freedom within the respective company. There are many vital problems with the study made by Peters and Waterman. The most common criticism against Peters and Waterman studies arose in November 1984 in the Business Week as a cover story titled ‘ Oops: Who’ s excellent now? ’
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