15.result based management

8/8/2019 15.Result Based Management

1/33

Speaker : Dr. Nay Zin Latt

Chairman Business Group Business Group

Hotel Group. Hotel Group.

Venue : India

Date : 10.10.10


2/33

RESULTS-BASED MANAGEMENT

(RBM)

Although keep walking, if no distance no result.


3/33

If you do not know where you are

going,

You will end up in a wrong place,

And not even know it!


4/33

Success of a Project

PROPER

PLANNING

ADDRESSING

REALPROBLEMS

COMPETENT

& MOTIVATEDTEAM

ORGANIZATIONAL

CAPACITY

STICKING TO

COMMITMENTS


5/33


6/33

The Hard Part of Management

Dont be afraid to be the bad guy

Give direct, performance-oriented feedback

Provide clear consequences and timeframes Get rid of saboteurs and non-performers


7/33

The Hardest Part of Management

Manage yourself

Reserve your most productive hours foruninterrupted work

Schedule blocks of time for your work

Screen your calls


8/33

The Hardest Part of Management

Set aside time to read, research and think

Set long and short term goals, and monitorthem regularly

Youll never get it all done prioritize anddelegate


9/33

Operational Definitions

A management tool

A participatory and team-based approach focuses

on achieving defined results. A broad management strategy improving

performance (achieving better results) as the central

orientation


10/33

What Is RBM?

Labels may differ, but the idea is the same

The focus is on results, not only on the inputsor processes

Performance assessment

Results-based budgetingResults-based accountability


11/33

A simplified RBM Model

Planned Actual

Planning Implementation


12/33

Results-Chain

OUTPUTSACTIVITIESINPUTS

AREA OF CONTROL

Internal to the organization

AREA OF

INFLUENCE

Internal tothe organization

OUTCOME IMPACT

External Factors

efficiency

effectiveness

time


13/33

Change in the

Mind-Set

From Process to Results


14/33

E

ight Steps To Successful Change


15/33

1 Establishing a Sense of UrgencyEstablishing a Sense of Urgency Examining realitiesExamining realities

Identifying and discussing crises, potentialIdentifying and discussing crises, potential

crises, or major opportunitiescrises, or major opportunities

2 Forming a Powerful Guiding CoalitionForming a Powerful Guiding Coalition

Assembling a group with enough power to leadAssembling a group with enough power to lead

the change effortthe change effort

Encouraging the group to work together as aEncouraging the group to work together as a

teamteam

3 Creating a VisionCreating a Vision

Creating a vision to help direct the change effortCreating a vision to help direct the change effort

Developing strategies for achieving the visionDeveloping strategies for achieving the vision


16/33

4 Communicating the VisionCommunicating the Vision

Using every vehicle possible to communicate theUsing every vehicle possible to communicate the

new vision and strategiesnew vision and strategies

Teaching newTeaching new behavioursbehaviours by the example of theby the example of the

guiding coalitionguiding coalition

5 Empowering Others to Act on theEmpowering Others to Act on the

VisionVision

Getting rid of obstacles to changeGetting rid of obstacles to change

Changing systems or structures thatChanging systems or structures that

seriously undermine the visionseriously undermine the vision


17/33

6 Planning for Creating ShortPlanning for Creating Short--TermTerm

WinsWins

Planning for visible performancePlanning for visible performance

improvementsimprovements

Creating those improvementsCreating those improvements

Recognizing and rewarding staff involved inRecognizing and rewarding staff involved in

the improvementsthe improvements


18/33

7 Consolidating Improvements andConsolidating Improvements and

Producing Still More ChangeProducing Still More Change

Using increased credibility to change systems,Using increased credibility to change systems,structures, and policies that dont fit the visionstructures, and policies that dont fit the vision

Hiring, promoting and developing staff who canHiring, promoting and developing staff who can

implement the visionimplement the vision

Reinvigorating the new process with newReinvigorating the new process with newprojects, themes and change agentsprojects, themes and change agents

8 Institutionalizing New ApproachesInstitutionalizing New Approaches

Articulating the connections between the newArticulating the connections between the newbehavioursbehaviours and organizational successand organizational success

Developing the means to ensure leadershipDeveloping the means to ensure leadership

development and succession.development and succession.


19/33

The Five Minds

The Disciplined

Mind

The Synthesizing

Mind

The Creating

Mind

The Respectful

Mind

The Ethical

Mind

Need to be cultivated if we are to thrive as individuals,

members of the community and as human beings.


20/33

The Disciplined Mind

Gain through applying ourselves in a

disciplined way in school

Over time and with sufficient training we gain

expertise in one or more fields

We become experts in management,

accounting, medicine, music, dentistry, etc.


21/33

The Synthesizing Mind

Can survey a wide range of sources,

Decide what is important and worth paying

attention to And, weave this information together in a

coherent fashion

For oneself and others


22/33

The Creating Mind

Casts about for new ideas and practices

Innovates

Take chances Discovers


23/33

The Respectful Mind

Less purely cognitive in flavour than the firstthree

The kind of open mind that tries to

understand and form relationships with otherhuman beings

Enjoys being exposed to different types of

people While not forgiving of all, give others the

benefit of the doubt


24/33

The Ethical Mind

Broadens respect for others into something

more abstract

Asks:

What kind of a person, worker, citizen do I

want to be?

If all workers in my profession adopted themind-set I have, or of everyone did what I do,

what would the world be like?


25/33

Leaders

Best way to retain moral compass is tobelieve doing so is essential for the good ofyour organization

What are you trying to achieve?

What are your goals of doing good in theworld?

State beliefs unwaveringly from the first andtie rewards and sanctions to their realization


26/33

Questions

In the context of real change, what

responsibilities do leaders have to their

followers?

How can they generate energy and encourage

superior performance?

How can they develop effective relationships?


27/33

Answer

They can do it only through self-leadership


28/33

All change is self-change

People cannot be reengineered

Individuals cannot be empowered by

organizations Leaders cannot empower people to be

innovative or courageous


29/33

Remember

Change requires self-leadership

Leaders must look within themselves todecide what they want, what they value, and

where they stand

Individual choice remains the key to creatinghigh-performance teams a great team

cannot be build with a collection of passivemembers


30/33

Self-Leadership

The essence of leadership

The core around which the new career

covenant is built Consists of personal purpose, values, vision,

and courage


31/33

Heart = hear and art

the core of leadership art


32/33

We just talk about Positive Result, not Negative oneWe just talk about Positive Result, not Negative one

Remember ..Remember ..

( 5) + (( 5) + ( --5 )5 ) = ( 0 )= ( 0 )

(1)(1) + (1 ) = ( 2 )+ (1 ) = ( 2 )

Not only for you and your generation,Not only for you and your generation,

effective leaders looking for futureeffective leaders looking for future

generations.generations.


33/33

Dr. NayDr. Nay ZinZin LattLatt

15.result based management

Documents