the 8 dimensions of organisational agility and optimising performance
TRANSCRIPT
The 8 Dimensions of Organisational Agility & Optimising PerformanceDr. Tim Baker
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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