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The 8 Performance Roadblocks Holding Businesses Back and What to Do About Them

Agile is the new black. Every business now has to be adaptive, nimble and ready to pivot – managers have to be comfortable with ambiguity and constantly ready for change. And yet…
While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor’s scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace.

By the end of this broadcast, you will be able to:
• Identify the 8 performance roadblocks holding businesses back;
• Apply some practical tools to optimise organisational performance; and
• Appreciate the need to change the values of your employment relationship as the starting point for performance enhancement.

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The 8 Performance Roadblocks Holding Businesses Back and What to Do About Them

  1. 1. The 8 Performance Roadblocks Holding Businesses Back and What to Do About Them Dr. Tim Baker
  2. 2. What we’ll cover … How should we evaluate organizational performance? Organizational agility The 8 myths about performance & what to do about it.
  3. 3. Evaluating organisational performance Profit Goal-driven model Systems model Process model Stakeholder model Competing values model
  4. 4. Organizational agility model Baker, T. (2017). Performance Management for Agile Organizations
  5. 5. Management Myth # 1—Job specification improves performance Team member/ Competency 1 2 3 4 5 6 7 8 9 Joe Mary Bill Harry Sue Kathy Trainer Competent Undergoing training Not yet trained
  6. 6. Management Myth # 2—Quality systems and processes guarantee good outcomes
  7. 7. Management Myth # 3— The job description helps the employee understand their organizational role
  8. 8. Management Myth # 3—The job description helps the employee understand their organizational role Non-job roles • positive mental attitude and enthusiasm role; • team role; • career development role; and • innovator and continuous improvement role.
  9. 9. Management Myth # 4—A business is best organized around functions Functional Model
  10. 10. Matrix model
  11. 11. Product model
  12. 12. Customer-centric model • workplace culture improvement; • rewards and incentives; • innovation and continuous improvement; • safety and well-being; • recruitment and selection; and • product and service development.
  13. 13. Management Myth # 5—A satisfied employee is a productive employee
  14. 14. Management Myth # 6—A loyal employee is an asset to the business • The desire to stay • The cost of leaving • The feeling of obligation
  15. 15. Management Myth # 7—A technically superior workforce is a pathway to a high performing business • job-centered, • person-centered, and • problem-centered.
  16. 16. Management Myth # 8— Employees can’t be trusted with sensitive information • goal alignment, • boundary refinement, • sharing information, and • active accountability Initiative paradox
  17. 17. Summary 1. Flexibly deployed workforce 2. Balancing customer-focus with QA 3. Replace job descriptions with role descriptions 4. Organise work around projects, not functions 5. Build intrinsic motivation to supplement extrinsic motivation 6. Cultivate commitment rather than loyalty 7. Broaden L & D to cover personal and problem-based learning 8. Open, not close the communication channels
  18. 18. Lunch N Learn Series
  19. 19. Send me an email and I will send you a copy of my new book at a 20% discount signed!