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'What do we know about how to improve performance through management, leadership and organisation development, and prove that it works?' John Burgoyne May 2006. The two link chain:. management & leadership. learning. performativity. Wealth (well-being). MLOD. Link 1. MLOC. Link 2. OP.

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slide1

'What do we know about how to improve performance through management, leadership and organisation development, and prove that it works?'

John Burgoyne May 2006

slide2

The two link chain:

management & leadership

learning

performativity

Wealth

(well-being)

MLOD

Link 1

MLOC

Link 2

OP

Context

the session agenda
The Session Agenda:
  • Performativity: what does and should count as organisational performance?
  • Does management, leadership and organisational capability matter anyway?
  • How do we develop it?
  • How do we justify – prove and improve – the investment?
performativity what does and should count as organisational performance
Performativity: what does and should count as organisational performance?

The usual options:

  • The bottom line
  • Public sector performance indicators
  • The triple bottom line
  • The balanced scorecard
performativity what does and should count as organisational performance6
Performativity: what does and should count as organisational performance?

Critical management theory might raise issues about these to do with

  • Equality and fairness in society
  • Diversity issues
  • Colonialism
  • Possible downsides of globalisation
  • Criticism of the democratically regulated free market capitalist model
performativity what does and should count as organisational performance7
Performativity: what does and should count as organisational performance?

Leadership and management establishes, legitimises, and seeks to achieve, performance goals.

centrality of management
Centrality of management

“A country can have endless resources of all sorts but unless management is applied to these factors, the productivity of the system will be close to zero. Moreover, the better the management, the greater the output will be. Management effectiveness is the critical factor in the economic system.” (Farmer and Richman, 1964, p. 57)

does management leadership and organisational capability matter anyway
Does management, leadership and organisational capability matter anyway?

But, one of our most influential writers on management disagrees -

slide12

Porter M. E. and Ketels C. H. M. (2003) UK Comtetiveness: moving to the next stage. DTI Economics Paper No. 3.

…there remains a (diminishing) productivity gap towards other European countries that has fuelled a debate in the UK on what further steps might still be missing.

One response has focused on the role of management. In our view management has not been the root cause of low productivity. …

Management has, however, often made choices that, while consistent with the relative strengths of the business environment in the UK, did not develop competitive advantage based on innovation and uniqueness.

does management leadership and organisational capability matter anyway13
Does management, leadership and organisational capability matter anyway?

We need a third opinion:

developing leaders for contemporary organisations15
Developing Leaders for Contemporary Organisations

‘changing the leadership activities plus the processes plus the personalities in failing schools does make a difference’

‘..within the companies that were more or less simultaneously changing their structures, processes and boundaries, there was a clear statistical relationship between this pattern of innovation and high levels of performance.’

Surely it is leadership that changes processes, structures, boundaries and personalities?

slide16

2. Does management, leadership and organisational capability matter anyway?

-and if so, how does it work?

the bundle
Acquisition

Development

Utilisation

Recruitment

Team acquisition

Mergers, takeovers

Education, training and development

Informal learning

Soft OD

Performance management

Career management

Reward systems

Hard OD – Organisation design and structure

The Bundle
slide20

Rumsfeld Way: Leadership Wisdom of a Battle-hardened Maverick Jeffrey A Krames

Passion for Excellence:

The Leadership Difference 

Tom Peters & Nancy Austin 

Back to the

Drawing-Board.

Designing Corporate

Boards for a Complex World

Colin Carter &Jay Lorsch

Leadership Secrets of Attila the Hun 

Wess Roberts

The Leadership Genius

of George W. Bush:

10 Commonsense Lessons

from the Commander in

Chief

Carolyn Thompson &

James Ware 

The Deep Blue Sea: Rethinking the Source of Leadership

Wilfred Drath

Making Common Sense: Leadership as Meaning making in a Community of Practice

Wilfred Drath & Charles Palus

Out of the Crisis

W Edwards Deming

  • Gung Ho!: Turn on the People in Any Organization
  • (One Minute Manager S.)  
  • Ken Blanchard & Sheldon Bowles

Connective Leadership: Managing in a Changing World

Jean Lipman-Blumen

slide21

MANAGEMENT

AND LEADERSHIP

BY THE FEW

MANAGEMENT

AND LEADERSHIP

BY THE MANY

MANAGEMENT AND

LEADERSHIP

AS PROPERTY

OF THE COLLECTIVE

CULTURE

MANAGEMENT AND

LEADERSHIP

AS TOTAL OF

INDIVIDUAL

CAPACITIES

where is mloc
Where is MLOC?

Human Capital and Social Capital

MLOC

by the few

MLOC

by the many

Human Capital Social Capital

individual capability collective capability

HERO

TOP TEAM

EMPLOYEE EMPOWERMENT

CULTURE, STRUCTURE AND TECHNOLOGY

DEVELOPMENT

EDUCATION, TRAINING AND DEVELOPMENT

ORGANISTION CHANGE AND DEVELOPMENT INITIATIVES

HYBRIDS

slide23

3. How do we develop it? (MLOC)

4. How do we justify – prove and improve – the investment?

how do we develop and justify it
How do we develop and justify it?
  • Where does it work and how?
  • The variety of methods
  • Context and context sensitive methods
  • Method does not matter?
  • Line of sight
  • Theory of change – affordance – theory of use
  • The ‘bundle’ context
slide26

1. Where does it work and how?

Bottom line performance

Integrated MLOD – the ‘bundle’

slide28
Lectures

Cases

Business games

Simulations

Role plays

Coaching

Mentoring

Action learning

Learning organisation

Dialogue

E and blended learning

‘Natural’ learning

A bewildering choice:

…and more

Skilfully chosen for context and outcome?

slide29

3. Context and context sensitive methods

Organisations getting advantage from MLOD use a variety of methods, but use a greater proportion of context sensitive methods.

These are methods that use processes that adapt to learner context.

Examples are coaching, mentoring and action learning.

the big three management and leadership development outcomes
The big three management and leadership development outcomes:

Open ended evaluation interviews with participants in MLOD activities suggest three main outcomes, irrespective of the method and content of programmes:

  • Confidence
  • Reflection
  • Networking
slide33

The two link chain:

management & leadership

learning

performativity

THE LINE OF SIGHT………………..

Wealth

(well-being)

MLOD

Link 1

MLOC

Link 2

OP

Context

slide34

6. Theory of change – affordance – theory of use

Theory of change – how providers think it works

Affordance – what is actually on offer to learners

Theory of use – what learners use it for

Remember confidence, reflection and networking

the bundle36
Acquisition

Development

Utilisation

Recruitment

Team acquisition

Mergers, takeovers

Education, training and development

Informal learning

Soft OD

Performance management

Career management

Reward systems

Hard OD – Organisation design and structure

The Bundle
cases and examples
Cases and Examples
  • Irish Public Health
  • Cabinet Office High Potential Scheme
  • Health Foundation – shared leadership in diabetes care teams
  • Registrar leadership training in a ‘turnaround’ NHS Trust
  • Action Learning for Small Business Leaders