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Topic: Organizational performance

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	Organizational performance - Wikipedia, the free encyclopedia
		Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).
		Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.
		In recent years, many organizations have attempted to manage organizational performance using the balanced scorecard methodology where performance is tracked and measured in multiple dimensions such as:
	en.wikipedia.org /wiki/Organizational_performance (118 words)

	Performance management--beyond appraisals
		Performance appraisals that have become mere exercises in administrative paperwork are doomed for failure.
		The idea of performance pay will make some employees uneasy, but in many cases, capable employees, desiring recognition for their efforts, will relish the strategy of rewarding good performance and will be motivated by the idea.
		Performance management is much more than sharpening pencils, stocking up on performance appraisal forms, spending a weekend writing from memory how employees did, and telling them their pay raise.
	www.ciras.iastate.edu /publications/CIRASNews/summer97/performance.htm (1070 words)

	Matrix Performance Consulting - Organizational Performance Development
		The core challenge is how to facilitate this ongoing transformation in a way that allows the vital nature and purpose of the organization to be sustained, while at the same time facilitating the evolution of the organization into its future form.
		Projects are designed in close association with executive management and executed with an array of tools and processes that includes organizational audits, gap analysis, strategic change management, employee involvement and empowerment, and an overall integration of human resource strategies with the organization’s objectives.
		Matrix Performance Consulting, Inc. is closely affiliated with The Global Consulting Partnership, an international consulting firm that is a leading provider of business transformation services.
	www.matrix-performance.com /capabilities/org_perf_development.html (558 words)

	Enhancing Organizational Performance
		Nevertheless, organization theory and managerial wisdom suggest that, to survive, organizations must be compatible with their environments, which include all the external social, economic, and political conditions that influence their actions.
		For example, in the chapter on organizational culture, we discuss how the relationship between culture and performance is mediated by the way culture influences thoughts and feelings, and we pinpoint some of the cultural levers that can be used to influence performance.
		Organizations are constantly changing, their boundaries are difficult to define and vary over time, some are expanding their missions and taking on new objectives, and others are cutting off functions and focusing on their central objectives.
	books.nap.edu /html/eop/index.html (3935 words)

	Organizational Performance and Change (M.Ed.) - Denver Programs \| Colorado State Continuing Education
		Organizational Performance and Change (M.Ed.) - Denver Programs
		The Organizational Performance and Change master’s program is designed for managers and human resource professionals who are responsible for optimizing human capital, managing change and improving organizational performance.
		Organizational development professionals with traditional knowledge who want to broaden their knowledge base.
	www.learn.colostate.edu /degrees/d_opc.asp (850 words)

	Communities of practice and organizational performance
		As organizations grow in size, geographical scope, and complexity, it is increasingly apparent that sponsorship and support of communities of practice—groups whose members regularly engage in sharing and learning, based on common interests—can improve organizational performance.
		As organizations grow in size, geographical scope, and complexity, it is increasingly apparent that sponsorship and support of groups such as the one described above is a strategy to improve organizational performance.
		Acknowledging that communities of practice affect performance is important in part because of their potential to overcome the inherent problems of a slow-moving traditional hierarchy in a fast-moving virtual economy.
	www.research.ibm.com /journal/sj/404/lesser.html (6071 words)

	Haworth Organizational Performance Model (Site not responding. Last check: 2007-11-07)
		Organizational performance factors provide the social context within which individual and groups must perform.
		The issue of organizational performance can be approached either from the perspective of culture (internal) or brand (external).
		Organizational Performance can be divided into three major categories: social, technical/operational, and ideological.
	www.haworth.com /Brix?pageID=158 (281 words)

	Forum for People Performance Management and Measurement: Resources: Research Library (Site not responding. Last check: 2007-11-07)
		A survey among 175 corporate executives was undertaken in late 2003 by the Forum for People Performance Management and Measurement to study the relationship of the marketing and human resources functions in motivating the behaviors of customer-contact employees and the impact of that behavior on organizational performance.
		However, while organizations are increasingly adopting SDWT’s, many managers do not know how to effectively shift to their new roles – roles that move away from traditional day-to-day supervision and towards support chiefly through providing resources, training and encouragement.
		Organizations across the world are experiencing stiff competition and a business environment marked by uncertainty and change.
	www.performanceforum.org /PFM/research_people_perf_management.asp (4452 words)

	Organizational Behavior Management (OBM) Network
		In organizational systems, the dominant patterns of organizational members’ behaviors are perhaps the most challenging components to analyze since they are somewhat informal and are strengthened and transmitted at the individual level.
		While safe lifts and transfers performed by nurses increase patient safety in the hospital and reduce on-the-job injury for nurses, the hospital staff that are responsible for training patient families in safety are the physical therapists.
		When this proved impractical in organizational settings, the model was retained by attempting to train managers as ‘therapists.’ This model has often failed to deliver significant and sustainable organizational improvements due to the inability of managers to implement effective performance improvement initiatives.
	www.obmnetwork.com (6182 words)

	ISPI - Management of Organizational Performance 2005 Fall Conference
		Performance consultants know the way to achieve sustainable performance is by viewing the system as a whole and understanding that a modification in one process area may significantly impact another process area.
		The goal of every ISPI conference is to help you improve individual and organizational performance and enable you to build and maintain a performance based organization through a systematic, measurable, and reproducible methodology known as Human Performance Technology (HPT).
		ISPI is the leading international association of professionals who are dedicated to improving individual and organizational performance through a systematic, measurable, and reproducible methodology known as Human Performance Technology.
	www.ispi.org /fall2005/mop (1178 words)

	Organizational Performance Dimensions
		The overall conclusion is that the validity of personality as a predictor of job performance is fairly low and probably not much better than the unstructured interview.
		These FFM traits can be valid predictors of job success and performance when the job demands fit the behavioral tendencies associated with the traits based on a systematic analysis of the position in question.
		Most organizations have a system for developing and advancing employees, typically using one of three traditional approaches: replacement planning, succession planning, and succession development/talent management.
	www.opd.net /abstracts5.html (2271 words)

	Organizational Learning and Human Resource Development
		Graduates are expected to develop an understanding of the relationship among organizational learning, performance, and effectiveness and to develop skills and knowledge used to design, manage, and evaluate Organizational Learning and Human Resources Development efforts.
		Examining the characteristics and elements of the performance improvement and change process, with special attention to the roles and responsibilities employees, managers, and organizations engage in when improving individual and organizational learning.
		Examination of the roles of change agents in organizational learning, performance, and change and their ability to build change capacity within organizations as well as a critical examination of the role of performance and organizational consultants with respect to the competencies and knowledge required in applying the consulting process in real and hypothetical settings.
	www.iastate.edu /~catalog/2001-03/courses/olhrd.html (494 words)

	Organizational Performance Improvement
		OPI utilizes a Business Performance Enhancement (BPE) that is a unique combination of diagnostic techniques, human resource training and development, process engineering technology, organizational development and metrics - all orchestrated to achieve specific results for our clients and assist them in achieving or maintaining a competitive level of "world class" performance.
		OPI's ability to provide this level of broad-based professional resource support to its clients is based in its: Highly qualified team composed of process and service improvement specialists, information technologists, manufacturing, management systems, engineering, and human resource associates representing over 150 years of functional, industrial and consulting experience.
		Performance improvement opportunities are initially identified and summarized as recommendations through an on-site performance needs analysis involving the following areas:
	www.opip.com (394 words)

	MANAGEMENT AND ORGANIZATIONAL PERFORMANCE PATTERNS
		Teamwork, simplification, and effectiveness principles and values were taught in workshops, folded into the performance evaluation process, incorporated into stated organizational goals, rewarded through incentive compensation, acknowledged through publicity and internal recognition, operationalized through delegated authorities, measured in numerous ways, and embodied in charts of guidelines that were posted in the workplace.
		Although these performance expectations were considered worthwhile on their own merits, it was important to discover whether they reinforce teamwork, problem-solving, and organizational effectiveness -- either individually or in combination.
		Sustainable improvement in enterprise performance patterns requires consistency and coherence in value systems and in all related reward systems because, until new behaviors are embedded in shared values, they are vulnerable to status quo reversion.
	www.abs.uci.edu /depts/vcabs/mgt.html (4167 words)

	What is Organizational Behavior Management/OBM?
		Organizational Behavior Management (OBM) began as the application of behavior analysis to organizational settings and retains the philosophical and methodological principles of behavior analysis (Bucklin, Alvero, Dickinson, Austin, & Jackson, 2000).
		This discipline’s main focus is on the behavior of individuals and groups in organizations.
		Organizational behavior follows the same principles as individual behavior in other settings.
	www.behavior.org /performanceMgmt/whatisobm.cfm (586 words)

	Organizational Performance and Change (M.Ed.) - Online & Distance Learning \| Colorado State Continuing Education
		This master's program is designed for HRD and management professionals who are responsible for optimizing human capital and organizational performance.
		Working professionals frequently complete the program of study in as few as seven (7) semesters by taking two courses per semester, and completing their master's degree research activity under their adviser's supervision during their second year of study.
		Graduates currently serve in a variety of HRD strategic planning, training, organization development, staff and program development, career development, evaluation, and professional postsecondary education roles.
	www.learn.colostate.edu /degrees/opc.asp (557 words)

	Table of contents for: Improving organizational performance : a practical guidebook for the human services field / by ...
		The nature of organizational performance and its link to quality management philosophies; a definition of organizational performance; organizational assessment; a theoretical frame of reference.
		Chapter 4 Charting a Course for the Organization: The Vital Role of Leadership The vital role of leadership in organizational performance; the process of developing organizational governing ideas; use of a strategic planning model.
		Chapter 6 Measuring Organizational Performance Development of organizational outcomes; performance measurement grid; linkeage with the governing ideas and strategic directions; deployment throughout the organization.
	www.loc.gov /catdir/toc/97-21203.html (314 words)

	Cambridge Center for Behavioral Studies -- Organizational Behavior Management
		Performance Systems Analysis draws upon basic and applied research on behavior and the research and practice in Organizational Behavior Management, Performance Management and Systems Analysis.
		From this perspective, an individual's behavior in organizations is a naturally occurring phenomenon.
		A primary goal of PSA is to create a balanced applications in which areas of poor performance are improved, areas of high performance are maintained, and employee performance outcomes are directed towards organizational goals.
	www.behavior.org /psa (1515 words)

	JJA Consultants - ORGANIZATIONAL PERFORMANCE SCORECARD OPS® -2000 SYSTEM (Site not responding. Last check: 2007-11-07)
		This workshop presents the next-generation, comprehensive Organizational Performance Scorecard (OPS®)-2000 System designed to assist public-and private-sector organizations interested in utilizing balanced multiple measures that are fully integrated and aligned with the strategic, tactical and operational planning, Baldrige-based organizational assessment and overall performance improvement.
		The Organizational Performance Scorecard (OPS®)-2000 System incorporates a balanced tool and system for measuring key aspects of organizational performance that drive success including financial, non-financial, technical, managerial, and cultural factors.
		The OPS®-2000 System was developed by JJA Consultants based on extensive research and practical experience in designing and implementing organizational performance measurement and improvement systems in over 318 public- and private-sector organizations worldwide.
	www.jjaconsultants.com /score.htm (480 words)

	Organizational Performance Results: Class
		The Organizational Performance Results Category examines student learning results; student- and stakeholder-focused results; budgetary, financial, and marketplace performance; faculty and staff results; and operational effectiveness.
		Also examined are performance levels relative to those of competitors, comparable schools, and/or appropriately selected organizations.
		As part of your plan and commitment to inform students, parents, and the school about progress towards the school’s vision, mission, and strategic goals, you will share the mission-critical results in a cumulative report card for the year and disseminate it to the principal and the site-based decision-making committee.
	www.baldrigeineducation.org /class/performance.html (268 words)

	Broad Overview of Various Programs and Movements to Improve Organizational Performance
		Some of the following, e.g., organizational learning and knowledge management, might be interpreted more as movements than organization performance strategies because there are wide interpretations of the concepts, not all of which include focusing on achieving top-level organizational results.
		Management might believe, for example, that the organization's means for delivery of services are well out-of-date and that the organization is no longer resourced to advise organizations about increasing threats from terrorism that exist today.
		It may very well be that the vast majority of approaches used in organizations are highly customized to the nature of the organizations, and therefore not publicized or formalized in management literature.
	www.managementhelp.org /org_perf/methods.htm (1188 words)

	Organizational Performance Management
		Simply put, performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner.
		Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc. Information in this topic will give you some sense of the overall activities involved in organizational performance management.
		This is typically done by conducting an environmental scan, a SWOT analysis, and / or using a variety of organizational assessments (or measurements).
	www.managementhelp.org /org_perf/org_perf.htm (770 words)

	OHRM - Performance - Performance Management Handbook
		Performance management is the systematic process by which the Department of Commerce involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.
		The performance management process is used to communicate organizational goals and objectives, reinforce individual accountability for meeting those goals, and track and evaluate individual and organizational performance results.
		Performance Management Feedback section identifies the two types of feedback informal and formal and gives some helpful hints on how to give constructive feedback.
	ohrm.os.doc.gov /Performance/PROD01_001123 (442 words)

	NIH/OHR - NIH Performance Management Guidance
		Performance management is the systematic process whereby management involves its employees, as individuals and group members, in improving organizational effectiveness in accomplishing the organizational mission and goals.
		Plans should be provided to employees within 30 days of the beginning of the appraisal period, or within 30 days after transferring into a new position.
		The NIH Performance Management team as part of the Workforce Relations Division (WRD), OHR serves as a center of performance management expertise for the NIH community.
	hr.od.nih.gov /PerfMgmt (128 words)

	Employee Assessment - Helps in Organizational Productivity & Financial Performance
		The most common occurrence of this situation is when an organization pays incentives to sales people based exclusively on transaction amounts (commission) while not paying incentives to other employees for their activities or results.
		However, if reward systems within a given organization are universal and remarkably similar in structure (not necessarily in amount) that organization will consistently outperform other organizations that are committed to inefficient reward systems and organizational misalignment.
		Because some of our areas of specialty are organizational productivity, financial performance, and compensation/performance management system design, please Contact us to subscribe to our web article notification list or call us at 480-467-0344 and we would be pleased to discuss, clarify or expand on any of the above points.
	www.peopleresults.com /ArticleLive/articledetail.php?artid=29 (1223 words)

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