arguments, Arthur (1994) stated that substantial investment in competence building will result into valuable talent pool and inimitable core competence. Their expanded quality implies that they are relied upon to contribute more and regularly have occupations that request more experience and more residencies. Companies that put in little efforts towards competence renewal will have issues to promote innovation improvements and creativity (Osterman, 1987). Efforts towards competence renewal bring equilibrium to the level of competence and organizational performance.
Employees should be able to enjoy the work related learning as they improve and increase the competence. It is important to emphasize the competence traits such as risk taking, seamless internal communication efforts, and flexibility around the business process as key drivers to Organisational Health. Healthy organisations can recover faster from adversities, as they are immune to internal politics, functional disorders and procedural confusion. Such organisations continuously flush out incompetence to create exciting opportunities for the worthy and inculcate superlative performance. Such organisations seldom fail as they set individuals free to design products of the future, deliver compelling customer experience and solve problems together. Cohesive leadership, simple systems, clarity in organizational targets and multi-channel communication are the pre requisites of OH (Lencioni, 2012).
- Summer '17
- Management, Core competency, Core business