Targets - what role for managing local performance?
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The document discusses problems with an over-reliance on targets in the public sector and ways to improve the use of targets. It notes that while specific, challenging targets can motivate performance, too many targets can have unintended negative effects. The document advocates taking a more selective approach to targets, clarifying their purpose, and not relying solely on targets for motivation or measurement of success. It proposes different types of targets like aspirations, goals, accountability targets, and benchmarks and suggests getting stakeholder buy-in, proper indicators, and action plans to better utilize targets.
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D irection
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The document discusses employee engagement and its importance for organizational success. It defines engagement as ensuring employees are committed to organizational goals, motivated to contribute, and enhance their own well-being. Traditional command-and-control approaches are contradicted by modern workforces that desire autonomy, mastery, purpose, and flexibility. The future of work requires organizational design focused on empowerment, self-management, and collaboration rather than hierarchy. Leaders must focus on building employee status, certainty, autonomy, relatedness and fairness to drive engagement.
Strategic planning & implementing - performing strategy+ best results=bigger ...
The document discusses strategic planning and implementation. It provides elements of strategic planning including defining the present situation, desired future, goals, and strategy. It emphasizes that strategic planning should be future focused, leadership driven, allow for organizational involvement, and create measurable objectives. It also discusses the importance of effective implementation, overcoming barriers, and mitigating risks to ensure the strategy is executed as intended.
chapter 11 working with groups John hayes
Several factors influence the effort group members expend on tasks. These include task design, reward systems, and group interaction processes. Task design has a large impact on motivation if the task is clear and important. Reward systems can also motivate members if they provide incentives for group output. However, as group size increases, individual effort tends to decrease due to less interaction. A group's composition and members' knowledge/skills also impact performance. Ensuring members have relevant expertise optimizes efforts.
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This document discusses various concepts related to strategic planning including vision, mission, goals, objectives, targets, policies, procedures, strategies, and project identification. It provides definitions and explanations of each concept, highlighting the differences between related terms like vision and mission. Guidelines are presented for developing effective policies and procedures. The importance of having clear strategies to achieve organizational objectives is also emphasized.
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Staging your Nonprofit Strategic Planning
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Performance appraisal rating scale
In this file, you can ref useful information about performance appraisal rating scale such as performance appraisal rating scale methods, performance appraisal rating scale tips, performance appraisal rating scale forms, performance appraisal rating scale phrases … If you need more assistant for performance appraisal rating scale, please leave your comment at the end of file.
Goal oriented behaviour
The document discusses goal-oriented behavior and how it compares to task-oriented behavior. Goal-oriented behavior is focused on attaining particular goals, as opposed to just completing tasks. The advantages of goal-oriented behavior include setting oneself up for success by sending positive energy and having dreams with deadlines, though it can also lead to setting unattainable goals or becoming too dream-focused. Goal-oriented leadership involves setting clear, specific and achievable goals that cascade down an organization to encourage learning and performance improvement. Setting goals for employees should follow the SMART system of making goals specific, measurable, attainable, relevant and time-bound, and goals should be aligned with department and company objectives. Progress should be tracked, and
Od & change diagnosis
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Strategic planning
This document provides an overview of strategic planning including:
1. It defines strategic planning and outlines the typical 6 step process including analyzing the current situation, developing a vision and goals, identifying obstacles and resources, creating a strategy, defining tactics, and monitoring progress.
2. It discusses the benefits of strategic planning such as improved focus, coordination, competitive advantage, and risk minimization.
3. It also notes some limitations like the knowledge and skills required, potential issues with interdependence between units, and financial costs.
The document provides a high-level summary of the key elements and purpose of strategic planning for an organization.
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- 1. Targets What role in Managing Local Performance? Adrian Barker IDeA
- 5. But not all bad … “ Countless studies (see Locke & Latham, 2002, 2006) find that specific, challenging goals motivate performance far better than “do your best” exhortations. According to these findings, specific goals provide clear, unambiguous, and objective means for evaluating employee performance. Specific goals focus people’s attention; lacking a specific goal, employee attention may be dispersed across too many possible objectives. In turn, because challenging goals, or “stretch” goals, create a discrepancy between one’s current and expected output, they motivate greater effort and persistence.” Ordóñez, Lisa D. ; Schweitzer, Maurice E. ; Galinsky, Adam D. ; Bazerman, Max H., Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting, Harvard Business School, 2009
- 6. … however “ Although specific, challenging goals can produce positive results, we argue that it is often these same characteristics of goals that cause them to ‘go wild.’” Ordóñez, Lisa D. ; Schweitzer, Maurice E. ; Galinsky, Adam D. ; Bazerman, Max H., Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting, Harvard Business School, 2009