Creating the Right Environment and Improve Your Life

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This article focuses on elements of the untouchable asset and human resource elements of organizations. Organizations deliver a result of the match between what are they capable of delivering and what they must deliver to satisfy their customers or users. So, an effective environment is simply one that allows you to develop and sustain competitive advantages in your market. f those things are natural, It’s a natural environment. Some people call themselves environmentalists. They think we must protect the natural environment, to keep it safe. Things in the natural environment that we value are called natural resources.

• Working:
  Taking a long-term view of the changes required and ensuring consistency in the messages that are put out through official channels are aligned with the unofficial messages that people receive such as local leaders and will ensure the move from analysis into action actually leads to access.
• The Clean
  Commitment is high and there is significant investment in developing the potential of individuals. Teamwork, participation, and consensus are encouraged and success is defined by team satisfaction and participation.
• Adhocracy
  They encourage their teams to be creative and 'stick their necks' out. Calculated risk-taking is encouraged and teams form and reform as required. Experimentation is the lifeblood of the adhocracy based organization and individual freedom and initiative are encouraged.
• Hierarchy
  The traditional approach where command flows through a chain of command. This is still the basic structure of most organizations. The position brings authority, whilst the role of junior leaders is normally limited to organizing activity and keeping an eye on the smooth delivery of the objectives of their superiors. Stability, formal rules and procedures, security and dependable delivery are the keys to success in this environment.
• Market Focused
  These organizations focus on delivering the results required of them by the external environment. Market focused organizations are externally focused, driven by results and often very competitive. Leaders within the organization are hard drivers of performance and expect results, with reputations resting on successful delivery.
  Making it clear why certain things need to be done and why the change needs to happen is essential to success. Being future orientated and providing leadership and vision for others is also a prerequisite for success.
• Remember organization:
  If you want to change the results you will have to change the systems, culture, and processes that deliver the results and the quote, if you always do what you have always done you will always get what you have always had, is relevant here.
• Make quality and Responsibility
  Organizations exist to effectively deliver results. Leaders have a duty to promote the required changes and continue to support it throughout but every individual need to be involved in delivering them.
• Be responsive and flexible
  No one action of approach will fix all the issues and leaders need to be flexible and capable. It also helps if they avoid complication and they set an appropriate pace of change that balances a need to continue delivering services and products with the need to make the change swiftly.
• Celebrate and communicate
  Don't get hung up on the small issues. Instead, focus on celebrating every success and encouraging the 'early adopters' and getting them to help sell the changes to the rest of the organization