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High Performance Management

High Performance Management. Module 2 MGMT 489 Dr. Angela Young. Establishing and Maintaining Stability and Continuity. Control Stability and Continuity Organizing information flow Working and managing across functions Planning and coordinating projects

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High Performance Management

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  1. High Performance Management Module 2 MGMT 489 Dr. Angela Young

  2. Establishing and Maintaining Stability and Continuity • Control • Stability and Continuity • Organizing information flow • Working and managing across functions • Planning and coordinating projects • Measuring and monitoring performance and quality • Encouraging and enabling compliance

  3. Organizing Information Flow • Delegation • Touch it once! TRAF (Toss, Refer, Act, File) • Prioritize • Find your time wasters and time savers • Learn what works for you

  4. Working and Managing Across Functions • Clarify goals and obtain buy-in • Create multiple points of leadership • Hold the team and members accountable • Keep teams small and break larger groups into small ones • Provide updated information • Train members in teamwork • Clarify expectations • Encourage team members to step out of their roles

  5. Planning and Coordinating Projects • Managing Projects • Know the project and steps to accomplish (“Breakdown the structure…”) • Awareness of time and cost • Identify resources • Use planning tools (e.g., HR Matrix, Gantt Chart)

  6. Planning and Coordinating Projects • Develop a hierarch of measures • Objectives – well defined and verified objectively • Completeness – measures all attributes or factors • Responsive – influenced by managers

  7. Planning and Coordinating Projects • Exact measures – measures the factor itself directly • Proxy measures – factors that can be measured and used to make an inference about the actual factor or attribute • Process measures – assessment of how something is accomplished (outputs, activities, and inputs) • Initiative progress – measures changes made

  8. Measuring and monitoring performance and quality • Drivers of organizational effectiveness • Employee-related • Operating indicators • Customer-focused • Financial performance

  9. Encouraging and enabling performance • Compliance vs. noncompliance to policies, goal attainment and other situational factors depends individuals and the situation. • Managers can’t always influence the individual but may be able to influence the situation • Employees often experience ambiguity, social pressure, poor reward structure, untrusting managers, perceived unfairness, violations of trust all potentially leading to noncompliance.

  10. Encouraging and enabling performance • Punitive – follow up and noncompliance • Remunerative – improve reward systems • Preventative – monitor and encourage compliance • Generative – explain reasoning for compliance • Normative – explain moral reasoning for compliance

  11. Chapter 5: Coordinator Role • Managing Across Functions • Develop Clear goals • Mass leadership – leaders in each functional area • Accountability • Training, communication, etc.

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