Envirogreen helps organizations improve their internal and external operational flow, in order to streamline processes and improve business results.
In principle, there are several stages in designing the organizational structure. The initial part, at the planning level, is intended to build the optimal array given the workforce composition, the business characteristics including market conditions, and the regulatory constraints in terms of the law. The second stage is adapting the optimum to the organization's motivation. It is known that not every person responds the same way to change, and therefore difficulties may arise stemming from the personality traits of each employee or service provider.
We know how to handle matters at the planning level, and we employ organizational consultants at the implementation level in case there is a mental difficulty in applying the conclusions reached.
A collection of individuals, equipment and machinery used in a business or company, whose purpose is to provide a range of services and products to a clientele or service recipients, with the intention of generating profit for the business owners and added value to the local economy or to given population groups. The owners are companies, institutions, governments or private individuals who bear the investment risks in the organization.
Beyond For the economic feasibility assessment and the bottom line of a well-ordered plan, one must take into account that an operational array that is not sound may create flow difficulties, delays, and prevent the organization from generating profit and even cause a loss, despite what was projected at the planning stage and despite an optimal operational and organizational array having been built.
The soundness of the mechanical systems, including computers, machines and even routine service equipment, is related to the matter of soundness, and therefore it is necessary to ensure the soundness of the systems without exception.
For example: an optimal marketing array is built that meets the needs and conditions of the market, and there is a reasonable possibility of increasing market share.
If the information systems do not support the information flowing from the market, causing an inability to draw conclusions and desired courses of action, we may fail in the organization's missions despite the well-ordered plan.
Human resources are part of the operational array, similar to machines, computers and everything that helps advance the business objectives.
Usually one can predict the behavior of computers and machines, and every malfunction generally has a well-defined answer.
When we deal with the human psyche, not all issues are apparent, and experts are required to perform analysis and examine the degree of the employee's suitability.
Employee motivation is influenced by several factors:
The External Factor – rules, laws, the threat of negative sanctions, positive reinforcements such as promotion at work, and so on
Internal Factors – personal motivation, responsibility, belonging, alienation, morality, and so on.
Social Factors – usually an interaction is created between the employees, and a social network is woven that dictates the organizational culture, ranks the employees and creates a power base for their attitude toward the employer or the owners.
One must diagnose the social conduct within the organization and map it, and thus better understand social processes that affect both external and internal factors.
In the case of a combination of factors stemming from mechanical unsoundness and human resource unsoundness, it is necessary to discover the source of the unsoundness.
If, for example, the machinery system is not working properly, this will ultimately affect the motivation and satisfaction of the rest of the employees, and in a vicious circle we get a lack of motivation, information systems that are not functioning properly, and operations that are not sound both at the mechanical level and at the human resources level.
On the other hand, if the source of mechanical unsoundness stems from a lack of motivation among the workforce for maintenance work (human resource unsoundness), this matter will affect the mechanical unsoundness, and in a vicious circle we get overall organizational unsoundness.
The cause of the unsoundness is an essential matter, since identifying the source may prevent the vicious circle it causes.
Planning the operational array is an essential matter.
It is not enough for the product to be unique or for services that generate high added value for a clientele; operations and customer satisfaction with the services will ultimately determine the ability to profit and create added value for the organization's owners and for the local economy.
Let us take, for example, a car that needs to serve the business, assuming its mileage is high.
If we choose an engine that is too large or not reliable enough, and the malfunctions as well as the expenses are far above average, then despite having provided the service the customers need, financial damage is caused with all its implications.
As another example, if our service department is not courteous and patient enough with the clientele, they may in the future refrain from consuming services and products.
In other words, there is no choice but to treat the operational array with the same importance with which we treat the economic planning or the strategic of the business.
Organizational consultants can identify unsoundness that was not foreseen in advance and correct it at the human resources level.
By contrast, engineering consultants such as industrial and management engineers will handle the mechanical and even economic domain of the operational systems except for human resources, but as we have seen, examining their integration is a matter no less important.
An operational array is built as a function of customers' consumption of products and services.
If, for example, a repair lab for devices is required, we will need to build an array that monitors malfunctions, performs repairs, delivers to customers and tracks the outcomes of the repair. A business's image is measured by customer feedback on the manner of handling, and not for nothing do relatively large businesses invest considerable resources in obtaining customer feedback on the manner of handling.
When we plan an operational array, we are required to think about all the functions in order to bring the operational array and customer satisfaction to the optimum. When there are budget constraints, one must reach the optimal level subject to those constraints, and the calculations must be economic, with variables relating to the business's market positioning as a factor no less significant than cost.
In summary – planning the operational array is a matter for economists and engineers, whereas handling human resources is usually provided through organizational consulting that studies the mechanical optimum points and the operational optimum for human resources given a certain mechanical array, and mainly for identifying or improving the workforce relevant to the business. The optimum refers to the flow chart between the various functions in terms of efficiency, that is, output per unit of time, direct cost, indirect cost and market positioning.
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