Performance Management for Agile Organizations

Baker takes on eight dysfunctional people management practices originating from the scientific management and offers practical solutions for changing these practices and increasing organizational agility.

Agile is the new black. Every business now has to be adaptive, nimble and ready to pivot managers have to be comfortable with ambiguity and constantly ready for change. And yet

While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor's scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace. 100 years of scientific management has led to the creation of eight performance myths. Myths that impede the agility necessary to compete in the age of the knowledge worker but which are so instinctively embedded in management psyche that they go unchallenged despite the fact that the changing world of work has rendered them dysfunctional and counterproductive. Through case studies and examples Baker demonstrates how the right workplace culture for promoting and applying agile decision-making consists of eight values shared by employer and employee values that are polar opposite of the values and assumptions of traditional management styles. A new psychological contract that enables the collaborative working relationship necessary for agility to flourish.

Argues that traditional management practices are preventing businesses from being agile, and presents solutions for changing them, allowing businesses to be ready for change Blends theory and practice Presents a practical, actionable framework and easy-to-read guidance

Autorentext
Dr Tim Baker is a thought leader, international consultant and successful author. Tim was recently voted as one of The 50 Most Talented Global Training & Development Leaders by the World HRD Congress which is awarded by a distinguished international panel for professionals "who are doing extraordinary work" in the field of HRD. He is the author of The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment Relationship (Australian Academic Press, 2009), The End of the Performance Review: A New Approach to Appraising Employee Performance (Palgrave Macmillan) and Attracting and Retaining Talent: Becoming an Employer of Choice (Palgrave Macmillan), The New Influencing Toolkit: Capabilities for Communicating with Influence (Palgrave Macmillan), Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace (co-authored with Aub Warren) (Palgrave Macmillan), and The End of the Job Description: Shifting From a Job-Focus To a Performance-Focus (Palgrave Macmillan). Tim has conducted over 2,430 seminars, workshops and keynote addresses to over 45,000 people in 11 countries across 21 industry groups and regularly writes for HR industry press. Tim can be contacted at tim@winnersatwork.com.au.

Klappentext

Agile is the new black. Every business now has to be adaptive, nimble and ready to pivot managers have to be comfortable with ambiguity and constantly ready for change. And yet

While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor's scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace.

100 years of scientific management has led to the creation of eight performance myths. Myths that impede the agility necessary to compete in the age of the knowledge worker but which are so instinctively embedded in management psyche that they go unchallenged despite the fact that the changing world of work has rendered them dysfunctional and counterproductive.

Baker takes on eight dysfunctional people management practices originating from the scientific management and offers practical solutions for changing these practices. Through case studies and examples he demonstrates how the right workplace culture for promoting and applying agile decision-making consists of eight values shared by employer and employee values that are polar opposite of the values and assumptions of traditional management styles. A new psychological contract that enables the collaborative working relationship necessary for agility to flourish.

Inhalt

Part I: The Agile Enterprise.- 1. Profit measures the past Agility predicts the future.- 2. The characteristics of agility.- 3. Seven dimensions of agile performance.- Part II: Myths Blocking Agile Performance.- 4. Management Myth # 1Job specification improves performance.- 5. Management Myth # 2Quality systems and processes guarantee good outcomes.- 6. Management Myth # 3The job description helps the employee understand their organizational role.- 7. Management Myth # 4A business is best organized around functions.- 8. Management Myth # 5A satisfied employee is a productive employee.- 9. Management Myth # 6A loyal employee is an asset to the business.- 10. Management Myth # 7 A technically superior workforce is a pathway to a high performing business.- 11. Management Myth # 8Employees can't be trusted with sensitive information.- Part III: The Right Culture for Agile Performance.- 12. A new psychological contract for managing agile performance.