Baker Reflection Paper
1. Identify and discuss three key performance measurement lessons top management should learn and understand from Baker’s engine and transmission example.
First of all, we can learn from this example is that manager cannot think the performance of whole is simple sum of the performance of each of the parts considered separately. One plus one is not makes two. One plus one is greater than two in Baker’s concept. Executives should view the system as a dynamic process. The each unit and individuals in system are interdependent and interact. Secondly, the traditional system of employee feed back and evaluate should be changed. Executives cannot just evaluate employee depend on individual performance but should evaluate employee as a person who associate with a whole organization and work in system. The thinking that each individual person and unit is urged to best so that the whole will become its best and the each individual will makes greatest contribution to the company is not rational. Thirdly, the system of work post responsibility should follow with system management principle. In the traditional management concept, individual just deals with his “ work” and just care about his “responsibility”. In the baker’s view, the responsibility of each individual should be relates to whole organization and whole system.
2. You have heard me describe the “Baker Model” as follows: Assumptions drive structure, structure drives behavior, and behavior drives results.
A. What are the assumptions, structures, behaviors, and results that will likely follow from a MBO (Management By Objective) type of management philosophy?
a. MBO Assumptions:
Most company attempt to maximize the benefit of shareholder and put it to the first goal of organization. MBO (Manage by Objects) is the management philosophy that was generated by this goal. MBO’s primary assumptions is that managers define each individual's major areas of responsibility in terms Of results expected of
First of all, we can learn from this example is that manager cannot think the performance of whole is simple sum of the performance of each of the parts considered separately. One plus one is not makes two. One plus one is greater than two in Baker’s concept. Executives should view the system as a dynamic process. The each unit and individuals in system are interdependent and interact. Secondly, the traditional system of employee feed back and evaluate should be changed. Executives cannot just evaluate employee depend on individual performance but should evaluate employee as a person who associate with a whole organization and work in system. The thinking that each individual person and unit is urged to best so that the whole will become its best and the each individual will makes greatest contribution to the company is not rational. Thirdly, the system of work post responsibility should follow with system management principle. In the traditional management concept, individual just deals with his “ work” and just care about his “responsibility”. In the baker’s view, the responsibility of each individual should be relates to whole organization and whole system.
2. You have heard me describe the “Baker Model” as follows: Assumptions drive structure, structure drives behavior, and behavior drives results.
A. What are the assumptions, structures, behaviors, and results that will likely follow from a MBO (Management By Objective) type of management philosophy?
a. MBO Assumptions:
Most company attempt to maximize the benefit of shareholder and put it to the first goal of organization. MBO (Manage by Objects) is the management philosophy that was generated by this goal. MBO’s primary assumptions is that managers define each individual's major areas of responsibility in terms Of results expected of