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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

High Performance Management

Module 2

MGMT 489

Dr. Angela Young

establishing and maintaining stability and continuity
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
organizing information flow
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
working and managing across functions
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
planning and coordinating projects
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)
planning and coordinating projects1
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
planning and coordinating projects2
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
measuring and monitoring performance and quality
Measuring and monitoring performance and quality
  • Drivers of organizational effectiveness
  • Employee-related
  • Operating indicators
  • Customer-focused
  • Financial performance
encouraging and enabling performance
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.
encouraging and enabling performance1
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
chapter 5 coordinator role
Chapter 5: Coordinator Role
  • Managing Across Functions
    • Develop Clear goals
    • Mass leadership – leaders in each functional area
    • Accountability
    • Training, communication, etc.