Organizational Management – Performance Management
In this installment of our guide to organizational management we look at performance management…
Performance management plays a key role in ensuring that an organization, including its subsystems such as employees, teams, departments and processes, are working in a way that achieve the overriding goals of the company. Performance management comes in the form of general reviews, or more specific reviews of quality, quantity, time-frame relevance, or cost.
It should be undertaken at regular, pre-determined intervals, and also if it becomes suddenly apparent that a particular subsystem is underperforming. The same standard procedure is followed in most organizations, though exactly how the steps are carried out can vary widely, depending on the focus of the performance efforts and who is in charge of carrying it out.
Step one in the process is to prepare a documented plan that sets out the desired results, the way the results will be measured and the standards the performance are based on.
The plan needs to be prioritized with first-level targets being at the top, and drilling down for each first-level target where it makes sense to do so. The results must be realistic and able to be achieved or there will be no value derived from the exercise. Finally, staff needs to be made aware of what the performance goals are.
Ongoing observations and measurements should then be conducted to track performance over the allocated timeframe. Feedback about performance should be exchanged throughout in order to maximize performance level.
Once the stated time frame for review is up, a performance appraisal or review should occur in order to analyze the results of the review and determine if the performance meets or exceeds the expectations, or if performance has fallen below the expectations.
Ideally, when beginning the process, an incentive should be established for performance that meets or exceeds the applicable standard(s).
That incentive needs to be given once the review has concluded. In cases, however, where performance is judged to be inferior, then the performance plan can be tweaked to act as more of performance improvement plan. The process must then start over and be repeated until the performance meets the stated goals or until the subsystem or standard has changed.
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Organizational Management – Leadership in Organizations
In this installment of our guide to organizational management we look at leadership in organizations…
There are three generally-accepted leadership styles that organizational leaders will use to carry out their duties and responsibilities; autocratic, democratic and laissez-faire, or a combination of any of these styles.
While an autocratic leadership style can be beneficial in instances where there are advantages of such control, such as when workers are performing routine or unskilled tasks, overall, this style of leadership can result in high turnover and employee absenteeism. This is because the autocratic leader will exert his or her power over employees, giving staff little opportunity to provide input, even input that would ultimately benefit the organization. This can lead to resentment on behalf of the workers.
Employees who are kept abreast of whats going on in an organization, and who are invited to participate in the decision making process, are more likely to have a higher level of job satisfaction.
A democratic leader will seek input and recommendations from his or her team before making a final decision. Thus, democratic leadership has a tendency to slow down the process somewhat, but on the whole results in more satisfied staff with better skill sets and less turn-over.
Laissez-faire (a French phrase meaning leave it be) leadership is used to describe a leader who leaves his or her team to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters.
Unfortunately, it can also refer to situations where managers are not exerting sufficient control.
There is no one leadership style that fits all situations. A good leader will take into account factors that play into productivity things like the organizations structure and culture (does the company effect radical change frequently, or is it stable and conservative?), the type of work being performed, and the general skill-level and experience of its staff.
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TEDxZurich-Heike Bruch-On how to manage organizational energy
Heike Bruch is Professor and Director of the Institute for Leadership and Human Resources Management of the University of St.Gallen (Switzerland). She is Member of the McKinsey Academic Sounding Board, the Board of German Association for Leadership (DGFP), of the Academic Board of the Demographic Network (ddn). Earlier roles include Senior Research Fellow at London Business School, and Lecturer at the University of Hanover. Heike Bruch’s research interests include Leadership and Organizational Energy. She has received numerous academic awards, has written six books, edited another six, and published in international top-tier journals. AboutTEDx, x = independently organized event In the spirit of ideas worth spreading, TEDx is a program of local, self-organized events that bring people together to share a TED-like experience. At a TEDx event, TEDTalks video and live speakers combine to spark deep discussion and connection in a small group. These local, self-organized events are branded TEDx, where x = independently organized TED event. The TED Conference provides general guidance for the TEDx program, but individual TEDx events are self-organized. (Subject to certain rules and regulations.)
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Organizational Management – Management Structure
In this installment of our guide to organizational management we look at management structure…
The process of planning, organizing, and controlling human and other resources in order to meet an organizations goals, is known as management.
Typically, a company will be set up to include different types of managers, which can include managers with responsibility for a specific department or division of the entity, as well as regional managers who supervise activities in a particular geographic region. The types of management positions will vary in accordance with the size of the business.
Management structure (also known as organizational structure) is the method by which staff, departments, divisions and regions work and interact with one another. There are two main types of such structures, known as flat and hierarchal.
Whats known as a flat management structure promotes a decentralized decision-making process, which increases staff involvement and is achieved by very few or no management layers between front-line workers and the company’s leadership.
By elevating the level of responsibility of baseline employees, and by eliminating layers of middle management, comments and feedback reach all personnel involved in decisions more quickly.
Since the interaction between workers is more frequent, this management structure generally depends upon a much more personal relationship between workers and managers.
The hierarchal management structure has a set chain-of-command – that is each unit in the organization (except that at the very top) is subordinate to another unit or division. That means that each individual communicates directly with an immediate supervisor or subordinate and does not jump over layers of management to get to the top leader.
The benefit of a hierarchal structure is also its primary limitation in that it will reduce the level of communication that goes directly to the top.
The hierarchal configuration, however, is the most prevalent for large corporations, governments, and even organized religions.
Flat management structures will typically only work well in smaller companies, or within smaller defined units of a large organization. Once an entity reaches a certain size, this type of structure will not work as well and could end up having a negative impact on productivity. An organizations complexity can be related to its size and how widely distributed it is geographically, and it is this complexity that governs which management structure is most beneficial to the company.
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Organizational Management
Learn About Organizational Management. Source : 1to101.com
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