High Performance Organizations

Comment

Comment by Andrew Krzmarzick on February 2, 2012 at 9:07am

Can re-designing and changing the organizational structure improve performance? Michael seems to think so:

http://www.govloop.com/profiles/blogs/designing-an-effective-and-fl...

Comment by Ashley Harris on November 21, 2011 at 12:31pm

 

I think we can all agree that high-performing organizations require high-performing managers and supervisors. However, less-than-positive research reports by the Merit Systems Protection Board make it clear that supervisory effectiveness is subpar in many agencies.

Management Concepts has a free one-hour webinar on December 7th titled Closing the Supervisory Skills Gap: A How-To for Federal Leaders.

If you're interested in participating in this free one-hour webinar, or if you'd just like additional information, you can check it out here: http://info.managementconcepts.com/skillsgap_govloopsm

Comment by Andrew Krzmarzick on October 7, 2011 at 1:46pm

Is it enough to have "the right people on the bus" a la Good to Great...or do you also need to have a clear direction for the bus? Some are suggesting all you need is the right people:

http://www.govloop.com/profiles/blogs/quote-for-thought-the-right-p...

Comment by Henry Brown on August 1, 2011 at 9:03am

Have posted a discussion which COULD POSSIBLY have at lease some interest to some in this group

Title: Generational Differences

Comment by Sofia on July 27, 2011 at 1:48pm

The recently-passed Government Performance and Results Modernization Act (GPRA) of 2010 calls for a more defined performance framework and requires frequent reporting and reviews to increase the use of performance information in program decision-making. 

There is a webinar taking place tomorrow (Thursday), July 28 at 11am PT that dicusses how open source BIRT can be leveraged to create real-time interactive reports and dashboards to enable federal agencies to meet the new GPRA reporting requirements. 

For those who might find this topic relevant, you can sign up for the webinar here: http://bit.ly/mRXBL2

Comment by AJ Malik on July 14, 2011 at 9:10am

Oops! 13 Management Practices that Waste Time and Money and What to...

Comment by Sam Allgood on July 11, 2011 at 11:27am

Received an email about this recently in case anyone is interested ...

 

Comment by Erin Duggins on July 6, 2011 at 1:55pm

I don't think I'm understanding your point Carol, but I don't think you're understanding mine either.  I'm talking about individual performance measurement -- not enterprise-level performance measurement.  I've worked in the Federal space for about 14 years now and have worked at Commerce, Navy, VA, etc, so I get all of what you're saying.  But performance managed at the enterprise level means anything if it doesn't flow down to how  performance is managed at an individual level.  So going back to my original point, and please correct if I'm wrong, but isn't there a standard classification system in the Federal gov't?  Doesn't OPM provide standard guidance to all agencies on individual performance management/performance appraisals (which doesn't take into account individual culture)?  Isn't guidance on reward and recognition standard across the government and not specific to a particular reward philosophy of an agency?  That is what I'm talking about.  The majority of systems (and I'm not referring to IT) are standard and not tailored to the individual culture of an agency, which should be considered and should be aligned.

Comment by Carol Davison on July 6, 2011 at 1:39pm

I don't see government systems set or standardized across cultures, and even if we used the same systems we would work on achieving different goals.  Commerce's PMS was designed and implemnted for us, as were our awards systems.  Here we faciliate trade and protect natural resources, among other things.  At Navy we tried to control the sea.  At the State of MD we were also aligned.  Same with Air Force.  

Comment by Erin Duggins on July 5, 2011 at 9:40pm

I don't necessarily agree that goals reflect culture.  A Secretary hold his position for no more than 8 years while an organization's culture is what it is before they come and will be what it is after he or she leaves.  That is why there is often misalignment between strategy, culture, structure, process and supporting systems.   Commerce may be the exception to the rule, but misalignment between culture, strategy and systems is a pretty common problem.  In government, the systems are mostly centrally set and are standardized across all agencies, so it's almost impossible for systems, such as performance management, rewards/recognition, etc to reflect each agency's individual culture.

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