This document outlines the contents of 6 units focused on strategic management. Unit 1 discusses strategically managing performance and includes sections on performance management frameworks, issues with traditional job descriptions, and performance and developmental conversations. Unit 2 enhances personal influence at the executive level. Other units address creating thinking space and managing time, organizational structuring options, negotiation and conflict management, and driving positive culture change.

1. Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

2. Unit 1—Strategically Managing
Performance
Unit 2—Enhancing Your Personal
Influence at the Executive Level
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change

3. Unit 2—Strategically Managing Performance
Unit 1—Strategically Managing Performance

4. Performance
management
framework
What’s wrong
with the job
description?
Performance &
developmental
conversations

6. A vision is like a coat hanger …

7. inspire give directionset priorities
remind us who the customer is

8. Vision
Where does the organization want to be in 5 years?
Values
What are the values that will enable us to achieve our vision?
Mission
How will we achieve our vision?
Five Year Goals
What are our broad goals for the next 5 years

9. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Training
Learning & Development
Closed Information Open Information
Baker, T. “Attracting and Retaining Talent”

10. Roles people play in organisations
are more important than the jobs
they do...

11. The Work People Do
Job Role Non-job Roles
Technical skills
Team role
Skill development role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising
Employee Performance
Positive
Attitude &
Enthusiasm

12. 10 Most Valued Job Attributes
1. Enthusiasm/positive mental attitude
2. Good communication skills
3. Self-motivation/initiative
4. Honesty
5. Liking people
6. Persistence
7. Ability to work in a team
8. Good organizational skills/ability to work under pressure
9. Willingness to learn
10. Dependency/dedication
(Warner, 2012)

13. Baker, T (2015) The end of the job description
The negative
impact of the job
description on the
lifecycle of the
employee

15. Initiative Paradox

17. Performance
management
framework
What’s wrong
with the job
description?
Performance &
developmental
conversations

18. Your homework
Commit to a schedule of
regular developmental
conversations with your
direct reports

19. Unit 1—Strategically Managing
Performance
Unit 2—Enhancing Your Personal
Influence at the Executive Level
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change