Call for Papers: Special Journal of Obstetrics and Gynecology Background In this call for papers,…
SJP transparency alignment starts from the top
The goal is to be sure everyone – see the external world, or knows the company’s goals or agrees on success measurement criteria in the same. Otherwise, alignment or calibration should take place immediately before things get out of hand. Since instructions flow from top-bottom when the top is okay, the bottoms will be ok and vis vasa
Our established community of practice is with an equal perception of company goals
A community of practice is a group of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. The significance of effective communication in a result-oriented organization can not be overemphasized. Therefore an internal memo, emails, and phone calls is used to keep everyone on the same page for the ultimate good and best interest of the company.
Our Cost of decisions drives our resolutions and activities
The availability of a simple user-friendly system to evaluate the cost of mistakes and successes determines our overall achievement of transparency of decisions as it relates to our concept of publishing. To spend money on something related to publishing, our editors need to be prepared to explain in financial terms the magnitude of the profit for Special Journals Publisher (SJP). Editors need to understand the real cost of mistakes or lapses in publishing as well as the potential positive impact of doing things in a new way.
Our editors are the first to know.
Our editors are told clearly, succinctly, and often what direction the SJP is going. That means we must put in place a system, or a series of systems, to ensure that the transparency value gets translated into action. This is one of the policies that give us a strategic advantage in the publishing world compared to the big old names
Our bosses answer quick tough questions.
There are harder or tougher questions which were discussed as the bedrock of the organization that forms the pillar and foundation of the organization. These questions can better be articulated by the top managers to the general public. This will ensure the public has a clear and succinct knowledge of the organization’s mission and vision defining the long term and short term strategic development goals of special Journals Publisher
Our editors are regarded as adults in the face of bad news
Once a tough decision has been made, we share it with everyone immediately. We don’t sneak around behind closed doors and we don’t lie. “Knowing what’s happening, and what it means, is always better than not knowing,” says Studer. “And often, what people are imagining is worse than what’s really happening.”
We Keep people informed.
When something changes, we let editors and stakeholders know. This builds trust between editors and stakeholders and keeps them connected to the big picture. ” When we disseminate positive developments as quickly as we do negative ones, we boost editors and stakeholders’ morale and reinforce any progress that’s being made.”
Equality with information
There is Equality with information about our organization’s goals, vision, values, and more. Everyone will be on the same page—from the Editors in Chief to the newest assistants in the editorial office—about the organization’s goals, vision, values, and more. Although their job titles may differ, every Editorial Assistant will have a crystal-clear understanding of the long-term goal and overall vision for the future of the publishing company.
Common goal for greater good
By making sure everyone is on the same page, we create a workplace where every employee is working toward the same end result. Every action they take will, in some way, be tied to one common goal for the greater good of the organization.
Clear, measurable set of goals
In order to get everyone on the same page, we will first set a clear, measurable set of goals for our company. These goals will be specific and easy to convey and understand. Once those goals are set, place them at the forefront of everything our company does.
Updates on organizational goals
Editorial Assistants are constantly reminded of weekly, monthly, and yearly goals, short-term objectives, and big-picture ambitions. We make sure they know where the company is headed and how each editor’s role contributes to the journey all are involved in. This transparency will also apply to the business’s policies and practices. There will be no surprises for Editorial Assistants or management regarding expectations, roles, and standards because from the very beginning everyone is put on the same page.
Effective communication.is key to organizational transparency which in turn forms the basis for diversity and inclusion. We understand the importance of establishing an open path of communication between upper-level management and Editorial Assistants where leadership can review feedback without getting bogged down in it. This is how we ensure no loose ends, loopholes, or leakages that will crack the stamina of the organization and set it on the road to collapse.
We are developing a workplace culture that welcomes honest, open communication between different levels of our company settings. This will require trust and an unspoken rule of positive feedback and constructive criticism. If we want our Editorial Assistants to communicate with anyone, they need to trust that their thoughts will be heard, appreciated, and given maximum consideration for action. When we win the trust and confidence of editors, then there will be a spontaneous unregulated release of their inner gifted potentials which Special Journals Publisher needs to excel in the crowded publishing world filled with the old big names in the publishing industry.
We avoid boiling opinions
All too often, the dissenting opinions of non-management Editorial Assistants are shunned, ignored, or in some cases, punished. If we want to achieve transparency in the workplace, the boiling opinions must be avoided at all costs. We can have a flawless communication system when our Editorial Assistants feel safe expressing their concerns or opinions. That’s one good result of transparency
The role of feedback
Stakeholders’ feedback is a great way to tell Editorial Assistants their opinions matter. We will hold regular performance conversations between managers and Editorial Assistants to let:
- Managers have the opportunity to share new updates and changes with our Editorial Assistants
- Editorial Assistants can ask for clarification or make suggestions on higher-level matters
Our Executive decisions
Executive decisions will still be made by a majority vote of every editor and stakeholders and as Editorial Assistants engage with their roles, they can identify improvements for the inner workings of our organization that may go unnoticed at the top level. Spending the time it takes to manage performance shows our team members that we hear their opinions and that we’re willing to listen to their helpful ideas.
Positive and negative news
Another key component of transparency in the workplace is keeping our Editorial Assistants informed on both the positive and negative news that comes our way. There is nothing worse than being blindsided by a company’s decision to make cutbacks when we were in no way prepared for such measures. That is the meaning of our advocacy for everyone being on the same page
Sharing of positive changes
It’s important to share positive changes, accomplishments, and progressive steps forward. However, it’s equally important to keep our Editorial Assistants in the loop concerning challenges, obstacles, or goals that were missed. We may be concerned that bad news could put a damper on the workplace culture, but if done correctly in the spirit of transparency, sharing the ups and downs can create a sense of unity and inspire our Editorial Assistants to join together for the greater good of the company and this is where we stand
We use encouragement to keep morale high
When we lose a major client that affects our profits, our policy is to announce it in a way that could encourage positive action. Instead of dropping the news, adopting the blame game or pointing fingers, we will say we use the recent change in clientele as an opportunity to thank the account holders for their hard work, go over our plans for recovery, and open the floor for new business discussion. Set new goals, incentivize referrals, and don’t forget to dish out plenty of encouragement to keep morale high.
Transparency, trust, and accountability
Giving our Editorial Assistants transparency, trust, and accountability can be a tricky balancing act. With too little oversight, Editorial Assistants’ self-motivation might not be enough to get the work done. But demanding too much transparency from our Editorial Assistants turns management into micromanagement, draining their creativity and engagement. To preserve trust and morale, Editorial Assistants need transparency in two areas: what Editorial Assistants need to achieve and how they go about achieving it. Each team will need to tailor its accountability system to address these two areas based on their roles and goals.
Transparency for a creative team has a different goal—it’s not as easy to get numbers on a specific design choice. But implementing a peer feedback process can provide automatic transparency into each employee’s workflow, as co-workers chime in with what needs to happen and how they can make it happen. While every team is different, having regular performance conversations between managers and Editorial Assistants is essential.