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18 Apr 09

Improving and innovating performance management

Supporting my points about design and engagement in my previous post, the group noted that “the ‘ideal’ system and process still will have to be designed, and accepted”. These are some of the suggestions for improving performance management made within the article:

* Cascading goals vertically but probably horizontally as well
* Not using a forced distribution
* Being based on the organisation’s needs and, where possible, on each employees’ strengths
* Being employee driven
* Being fast and frequent
* Involving the entire community
* Being web based
* Being unique – not copying another organisation’s process.

strategic-hcm.blogspot.com/...nd-innovating-performance.html - Preview

performance performancemanagement humanresources humanresources2.0

09 Jan 09

Corporate apocalypse - Management Today

The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.

www.managementtoday.co.uk/...870435 - Preview

downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement

This is the challenge for Management 2.0: reorienting management from
compliance to creativity, from flogging efficiencies out of existing
resources to generating new ones, from zero-sum to positive-sum by
recognising, as Hamel says, the commonsense proposition that in the long
term the corporation can only prosper if employees, suppliers, the
community and indeed the planet do too.
First, many of the 'grand challenges' put forward in the discussions -
the need for companies to articulate a purpose beyond making money (a
conference near-consensus), distributed leadership and strategy- making,
the fostering of community and citizenship, building trust - are not new
at all. It's more that they have been driven to the periphery of
management concerns by the treadmill of Management 1.0.
7 more annotations...
- There are
  plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
  exactly reversed image of GM: employing market pull rather than
  marketing push, economies of scope rather than scale, putting workers
  rather than computers in control of the work.
- What do such companies have in common? First, incorporation of broader
  societal concerns.
- Second, they have a determination to make their own rules.
- Third, governance for them is based on strong internal values rather
  than an external rulebook.
- Fourth is trust - an abused word, but without which no lasting
  relationship is possible.
- Finally, there's a preference for intrinsic reward - the work itself -
  over extrinsic reward.
- This list is not exclusive: finding ways to break the dead hand of
  conventional budgeting and performance management is high on the
  Management 2.0 agenda.