Our Fundamental Aim Was
To develop a research-based measurement system
The development, questions and measurement areas
of Enterprise Excellence Diagnosis are based on international research experience in several organizational development topics.
The most prominent international research results among them include:
And other important research sources are…
In our analysis of goals, motivation, implementation and progress, we have built on the observations of N.E.W.S.™ Organizational Navigation Dynamics, founded by Aviad Goz, regarding the 4 most significant corporate blockages. This provides managers with a very practical structure that visualizes the results.
The Arbinger Institute’s more than 45 years of psychological research on harmful organizational behaviors shed new light on the increasingly important organizational culture development. They also shed light on aspects such as the attitudes that have been difficult to express until now.
Using sociometric methods, Diagnosis also measures and develops cooperation between organisational units.
Over several years of development work, we have explored the links between EFQM and the principles of the Investors in People. The European Foundation for Quality Management (EFQM) was founded by leading European companies in 1989 with the aim of creating a Model of Excellence that would help companies regardless of their industry and size to achieve excellence. The organizational effectiveness toolkit of the Enterprise Excellence Diagnosis is fully aligned with the EFQM principles and therefore provides an opportunity to remeasure results and thus confirm EFQM certification. This is also true for the accreditation of Investors in People, an international certification organization established by the British Government 25 years ago.
Enterprise Organization Diagnosis translates with Artificial Intelligence, Deepl Translate Translator. It can therefore produce international benchmark data for almost any country over a long term. With this benchmark data, you can see not only the deviations from excellence, but also the deviations from the national average. This opens up an opportunity for global companies to objectively compare the management and organisational health of their subsidiaries.
Can be found in this scientific background list:
- Alok, K., Israel, D. (2012). Authentic Leadership & Work Engagement. Indian Journal of Industrial Relations. 47.3. 498-510.
- Bakker, A. B., Schaufeli W. B. (2008). Editorial: Positive Organizational Behavior: Engaged Employees in Flourishing Organizations. Journal of Organizational Behavior. 29.2. 147-154.
- Bhatnagar, J., Biswas, S. (2010). Predictors & Outcomes of Employee Engagement: Implications for the Resource-based View Perspective. Indian Journal of Industrial Relations. 46.2. 273-286.
- Gallup, Inc. (2013). State of the global workplace: Employee engagement insights for business leaders worldwide. http://www.gallup.com/services/176735/state-global-workplace.aspx
- Gostick, A., Elton. C. (2009). The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance. New York: Simon & Schuster, Inc.
- Karsan, R., Kruse, K. (2011). How to increase performance and profits through full engagement. Hoboken, New Jersey : John Wiley & Sons, Inc.
- Landes, L. (2012). Getting to the Heart of Employee Engagement. Bloomington: iUniverse, Inc.
- Muller, M., Shami, S., Guha, S., Masli, M., Geyer, W., Wild, A. (2016). Influences of Peers, Friends, and Managers on Employee Engagement. Group’ 16: Proceedings of the 19th International Conference on Supporting Group Work. 131-136.
- Prakash Pati, S. (2012). Development of a Measure of Employee Engagement. Indian Journal of Industrial Relations. 48.1. 94-104.
- Shami, N. S., Muller, M., Pal, A., Masli, M., Geyer, W. (2015). Inferring Employee Engagement from Social Media. CHI’15: Proceedings of the 33rd Annual ACM Conference on Human Factors in Computing Systems. 3999-4008.
- Shankar, T., Bhatnagar, J. (2010). Work Life Balance, Employee Engagement, Emotional Consonance/Dissonance & Turnover Intention. 46.1. 74-87.
- Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. New York: Penguin Group, Inc.
- Bénabou, R., Tirole, J. (2003). Intrinsic and Extrinsic Motivation. The Review of Economic Studies. 70.3. 489-520.
- Canton, E. (2005). Power of Incentives in Public Organizations When Employees Are Intrinsically Motivated. Journal of Institutional and Theoretical Economics. 161.4. 664-680.
- Fuller, B., Dornbusch, S. M. (1988). Organizational Construction of Intrinsic Motivation. Sociological Forum. 3.1. 1-24.
- Guzzo, R. A. (1979). Types of Rewards, Cognitions, and Work Motivation. The Academy of Management Review. 4.1. 75-86.
- Steers, R. M., Mowday, R. T., Shapiro, D. L. (2004). Introduction to Special Topic Forum: The Future of Work Motivation Theory. The Academy of Management Review. 29.3. 379-387.
- Thomas, K. W. (2009). The Four Intrinsic Rewards that Drive Employee Engagement. Ivey Business Journal. 73.6. p9
- Zhang, X., Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. The Academy of Management Journal. 53.1. 107-128.
- Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't. New York: HarperCollins Publisher Inc.
- Collins, J. (2001). Level 5 Leadership: The Triumph of Humility and Fierce Resolve. Harvard Business Review. https://hbr.org/2001/01/level-5- leadership-the-triumph-of-humility-and-fierce-resolve-2
- Collins, J., Porras, J. I. (2004). Built to Last: Successful Habits of Visionary Companies. New York: HarperCollins Publisher Inc.
- Hansen, M. T. (2011). Three Leadership Skills That Count. Harvard Business Review. https://hbr.org/2011/10/three-leadership-skills-that-c
- Hansen, M. T. (2011). You Can Manage Luck. Here’s How. Harvard Business Review. https://hbr.org/2011/11/three-ways-to-manage-good-or-b
- Niendorf, B., Beck, K. (2008). Good to Great, or Just Good?. Academy of Management Perspectives. 22.4. 13-20.
- In analyzing goals, motivation, implementation and progress, we built on the observations of Aviad Goz, the founder and CVO of N.E.W.S.™ Organizational Navigation Dynamics, on the 4 most significant blockages. As a result of our similar observations, we believe these 4 development areas are practical and understandable for everyone. Taking this approach a step further, we examined the organization at three levels.
- Ferrel, J. (2003). Resolving the Heart of Conflict. https://arbinger.com/wp content/uploads/2013/08/resolving_the_heart_of_conflict.pdf
- Lazan, M. Dramatically Improving Performance. https://arbinger.com/wp-content/uploads/2013/10/2015-WHITE-PAPER-Dramatically-ImprovingPerformance.pdf
- Lazan, M. The Financial Cost of Conflict in Organizations. https://arbinger.com/wp-content/uploads/2013/10/2015-WHITE-PAPER-The-Financial-Cost-of-Conflict-in Organizations.pdf
- The Arbinger Institute (2002). Leadership and Self Deception: Getting Out of the Box. San Francisco: Berrett-Koehler Publisher, Inc.
- The Arbinger Institute (2015). The Anatomy of Peace: Resolving the Heart of Conflict. Oakland: Berrett-Koehler Publisher, Inc.
- The Arbinger Institute (2016). The Outward Mindset: Seeing Beyond Ourselves. Oakland: Berrett-Koehler Publisher, Inc.
- The Arbinger Institute. Turning Around a Company’s Troubled Leadership Team and Enabling It to Resolve a Long-Standing Conflict with a Sister Division. https://arbinger.com/wp-content/uploads/2013/07/2015-CASE-STUDY.Spandex1.pdf
- Warner, C. T. (1999). What we are. https://arbinger.com/wp-content/uploads/2013/08/what_we_are.pdf