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Oftentimes I am asked for advice on how to do performance management right. A very relevant question, as it is easier to make mistakes in deploying performance management practices rather than to get it right.
Clarifying terminology and understanding the context of each entity is important in designing good performance architecture that fits its environment and cultural dynamics.
One of the administrative science domains that feeds Performance Management as a discipline is the quality movement. The Plan-Do-Check-Act (PDCA) cycle is at the core of the link between the two fields. It has been promoted and used in its current form for over 50 years. However, its roots can be traced back to ancient Greece.
In one of my previous updates I reviewed the history of the Deming cycle and its relevance for Performance Management. One of the most important benefits of managing performance in organizations is that it facilitates a structured process of improving the achieved results, which is the essence of performance.
An interesting question I came across this week got me thinking. The question, rather rhetorical was along the lines of: “Why follow some model developed by a consultant when hundreds of smart people from hundreds of companies have spend tens of years developing and refining models line Baldrige and EFQM?”
Continuing the exploration of ways for organizations to do more for biodiversity and environmental sustainability, here are three novel initiatives that may be established by any organization:
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