High Performance High Performance ManagementManagement

Module 2Module 2

MGMT 489MGMT 489

Dr. Angela YoungDr. Angela Young

Establishing and Maintaining Establishing and Maintaining Stability and ContinuityStability and Continuity

►ControlControl Stability and ContinuityStability and Continuity

Organizing information flowOrganizing information flow Working and managing across functionsWorking and managing across functions Planning and coordinating projectsPlanning and coordinating projects Measuring and monitoring performance Measuring and monitoring performance

and qualityand quality Encouraging and enabling compliance Encouraging and enabling compliance

Organizing Information FlowOrganizing Information Flow

DelegationDelegation Touch it once! TRAF (Toss, Refer, Act, File)Touch it once! TRAF (Toss, Refer, Act, File) PrioritizePrioritize Find your time wasters and time saversFind your time wasters and time savers Learn what works for youLearn what works for you

Working and Managing Working and Managing Across FunctionsAcross Functions

► Clarify goals and obtain buy-inClarify goals and obtain buy-in► Create multiple points of leadershipCreate multiple points of leadership►Hold the team and members accountableHold the team and members accountable► Keep teams small and break larger groups into Keep teams small and break larger groups into

small onessmall ones► Provide updated informationProvide updated information► Train members in teamworkTrain members in teamwork► Clarify expectationsClarify expectations► Encourage team members to step out of their Encourage team members to step out of their

rolesroles

Planning and Coordinating Planning and Coordinating ProjectsProjects

►Managing ProjectsManaging Projects Know the project and steps to accomplish Know the project and steps to accomplish

(“Breakdown the structure…”)(“Breakdown the structure…”) Awareness of time and costAwareness of time and cost Identify resourcesIdentify resources Use planning tools (e.g., HR Matrix, Gantt Use planning tools (e.g., HR Matrix, Gantt

Chart) Chart)

Planning and Coordinating Planning and Coordinating ProjectsProjects

►Develop a hierarch of measuresDevelop a hierarch of measures

►Objectives – well defined and verified Objectives – well defined and verified objectivelyobjectively

►Completeness – measures all attributes or Completeness – measures all attributes or factorsfactors

►Responsive – influenced by managersResponsive – influenced by managers

Planning and Coordinating Planning and Coordinating ProjectsProjects

►Exact measures – measures the factor itself Exact measures – measures the factor itself directlydirectly

►Proxy measures – factors that can be Proxy measures – factors that can be measured and used to make an inference measured and used to make an inference about the actual factor or attributeabout the actual factor or attribute

►Process measures – assessment of how Process measures – assessment of how something is accomplished (outputs, something is accomplished (outputs, activities, and inputs)activities, and inputs)

► Initiative progress – measures changes Initiative progress – measures changes mademade

Measuring and monitoring Measuring and monitoring performance and qualityperformance and quality

►Drivers of organizational effectivenessDrivers of organizational effectiveness

►Employee-relatedEmployee-related►Operating indicatorsOperating indicators►Customer-focusedCustomer-focused►Financial performance Financial performance

Encouraging and enabling Encouraging and enabling performanceperformance

Compliance vs. noncompliance to policies, goal Compliance vs. noncompliance to policies, goal attainment and other situational factors depends attainment and other situational factors depends individuals and the situation.individuals and the situation.

Managers can’t always influence the individual Managers can’t always influence the individual but may be able to influence the situationbut may be able to influence the situation

Employees often experience ambiguity, social Employees often experience ambiguity, social pressure, poor reward structure, untrusting pressure, poor reward structure, untrusting managers, perceived unfairness, violations of managers, perceived unfairness, violations of trust all potentially leading to noncompliance.trust all potentially leading to noncompliance.

Encouraging and enabling Encouraging and enabling performanceperformance

►Punitive – follow up and noncompliancePunitive – follow up and noncompliance►Remunerative – improve reward systemsRemunerative – improve reward systems►Preventative – monitor and encourage Preventative – monitor and encourage

compliancecompliance►Generative – explain reasoning for Generative – explain reasoning for

compliancecompliance►Normative – explain moral reasoning for Normative – explain moral reasoning for

compliancecompliance

Chapter 5: Coordinator RoleChapter 5: Coordinator Role

►Managing Across FunctionsManaging Across Functions Develop Clear goalsDevelop Clear goals Mass leadership – leaders in each Mass leadership – leaders in each

functional areafunctional area AccountabilityAccountability Training, communication, etc. Training, communication, etc.