the 8 dimensions of organisational agility and optimising performance

The 8 Dimensions of Organisational Agility & Optimising PerformanceDr. Tim Baker

tim@winnersatwork.com.auwww.winnersatwork.com.au

What we’ll cover …

How should we evaluate

organizational performance?

Organizational agility & its 8 dimensions

The 8 myths about performance &

what to do about it.

Evaluating organisational performance

Profit Goal-driven model

Systems model

Process model

Stakeholder model

Competing values model

Organizational agility model

Baker, T. (in press). Performance Management for Agile Organizations

Management Myth # 1—Job specification improves performanceTeam member/Competency 1 2 3 4 5 6 7 8 9 J oe Mary Bill Harry Sue Kathy

Trainer Competent Undergoing training Not yet trained

Management Myth # 2—Quality systems and processes guarantee good outcomes

Management Myth # 3—The job description helps the employee understand their organizational role

Management Myth # 3—The job description helps the employee understand their organizational role

Non-job roles• positive mental attitude and

enthusiasm role;• team role;• career development role; and • innovator and continuous

improvement role.

Management Myth # 4—A business is best organized

around functions

Functional Model

Matrix model

Product model

Customer-centric model

• workplace culture improvement;• rewards and incentives;• innovation and continuous

improvement; • safety and well-being;• recruitment and selection; and• product and service

development.

Management Myth # 5—A satisfied employee is a productive employee

Management Myth # 6—A loyal employee is an asset to the business• The desire to stay • The cost of leaving • The feeling of obligation

Management Myth # 7—A technically superior workforce is a pathway to a high performing business

• job-centered, • person-centered, and • problem-centered.

Management Myth # 8—Employees can’t be trusted with sensitive information

• goal alignment,• boundary refinement,• sharing information, and• active accountability

Initiative paradox

Summary 1. Flexibly deployed workforce2. Balancing customer-focus with QA3. Replace job descriptions with role descriptions4. Organise work around projects, not functions5. Build intrinsic motivation to supplement extrinsic motivation6. Cultivate commitment rather than loyalty7. Broaden L & D to cover personal and problem-based

learning8. Open, not close the communication channels

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