According to Daft and Armstrong, there are several organizational factors that have to be considered when discussing Teleflex’s market successes. One of the essential contributors to the company’s image was the presence of a loyal workforce that never gave up on the management and ensured that problem-solving and invention are always somewhere close to the top spot among other organizational priorities.
The team pays incredible attention to reducing the amount of possible adversity and ensuring that only the best products are delivered to customers. For Teleflex, it is one of the key opportunities to evaluate workforce performance and help the management assess the effectiveness of solutions that are currently proposed. The process of manufacturing requires the team to maintain exceptional discipline while not averting employees and executives from benefiting from their essential freedoms related to innovation and standardization. Every production step within Teleflex is an opportunity to reinforce passion and enthusiasm in employees in an attempt to ensure that innovation is never going to be ceased.
The overall evaluation of efficiency also makes it clear that the increasing level of client-centeredness allowed Teleflex to achieve the best possible outcomes for every stakeholder, from lower-tier workers to top management spots. It was the culture of admiration paired with innovative talents that allowed the organization to shine brighter and draw attention to the prominence of aptitude and not just high-quality products. For the most part, the company also continues to succeed because of its mindset that forces every worker to align their activities against the first-class standards and never lower them.
Prolonged exposure to continuous improvement attracted more unorthodox specialists to Teleflex, allowing the organization to develop its entrepreneurial side further and capitalize on technical aptitudes. On a side note, Daft and Armstrong gave out another hint on why the company could have become so successful when they mentioned the fact that the strategic plan at Teleflex requires every employee and executive to develop both core and non-core capabilities. It would ultimately mean that the organization had focused on employee performance and customer satisfaction to account for the majorly conventional approaches to business.