Management By Objectives (MBO) was popular not long ago, and has been updated to include a different perspective. It’s not about managing people anymore. It’s about managing the agreements for “performance” in a network designed to achieve a goal. Find out more about “performance” right here.
About Laurie Ford
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Meanwhile lets just say that we are proud Laurie Ford contributed a whooping 208 entries.
Matrix management is dead? Nope – some people are dealing with two managers, as if one wasn’t enough. There are problems with that, of course, outlined here with a few solution ideas too.
Management is not just for people who have a department or team to oversee. We can add it to our personal lives as well. That way, we get some energy from seeing that we are moving in the direction(s) we choose and accomplishing what matters to us. And it’s pretty simple!
Want to make a New Year’s resolution that you’ll really keep this time? Maybe put this pandemic to work for you? Use the basics of “results management” to keep yourself on track.
Empowering individuals and teams in the workplace is not just about pumping their self-esteem. You can make a toolkit available to support them in productive conversations and improving their abilities to collaborate, plan, test and implement organization processes, changes and solutions.
Two new views on how to organize workers and give them more opportunities for independent thinking and innovation are summarized in two articles – and these ideas are beginning to change workplaces. Especially as more workers are working at home, the idea of having them operate as “responsible adults” (as one article says) is changing the work of managers. We hope they are listening.
All three steps – Alignment OF the people, Production BY the people, and Accomplishment FOR the people – are needed for effective management. Drop out one step and you are likely to diminish or prevent the alignment, the productivity, and the accomplishment. Management isn’t difficult when you break it down to what you want: the people engaged in their work, the job done well, and the real-world satisfaction for all in its accomplishment.
Step Two in “Managing for Accomplishment” is Managing for Production: setting up the structures and agreements that establish (a) success metrics, (b) a workable performance network (you’ll learn what that is if you don’t already know) and (c) agreements for coordination and communication in that network. Without this, production is delayed due to missteps – the reason so many projects exceed their timelines.
Step One on a group task or project: Get people aligned on (a) What needs to happen, (b) Who’s who, and (c) How it relates to its external environment’s rules and requirements.
Good management practices are a path to better organization performance. One important practice is getting feedback on the success of a team’s products, services and communications to others inside the organization and outside it too. Feedback is a valuable performance resource: how else will we know if our groups are performing well?