Management Communications with Technology Tools
Calvin Craig Ogden BUS 600 Management Communications with Technology Tools
Identifying Key Metrics in Performance
Measurement of Organizational Change
Dr. Bob Miller
February 14, 2010
Managing organizational change and improvement is one of the most complex tasks of leadership. Leaders need to understand the change process in order to lead and manage change and improvement efforts effectively. Leaders must learn to overcome barriers and cope with the chaos that naturally exists during the complex process of change. Managers and other organizational leaders should assist workers and other stakeholders build effective teams by developing new organizational structures and creating a shared vision that focuses on mission accomplishment and developing new organizational structures and creating a shared vision that focuses on mission accomplishment and attainable objectives. When such inspired and informed leadership is applied, organizations can improve performance. As noted by Harrison (1993) use of the process-oriented approach to managerial decision making with its strong managerial emphasis and its objectives-oriented outcomes is the model recommended for decisions with discernible levels of uncertainty attendant on the outcome. Such decisions include those made at middle and upper levels of management both in the private and the public sectors where the consequences are of high levels of significance to the total organization. Included in this category are all decisions of a strategic nature and those involving appreciable commitments of resources directed towards the long-term enhancement of the corporation or institution. “The process model is ideal for these kinds of decision because it is forward looking in that it has a planning emphasis not apparent in the other models of decision making. The process model is oriented towards innovation
Identifying Key Metrics in Performance
Measurement of Organizational Change
Dr. Bob Miller
February 14, 2010
Managing organizational change and improvement is one of the most complex tasks of leadership. Leaders need to understand the change process in order to lead and manage change and improvement efforts effectively. Leaders must learn to overcome barriers and cope with the chaos that naturally exists during the complex process of change. Managers and other organizational leaders should assist workers and other stakeholders build effective teams by developing new organizational structures and creating a shared vision that focuses on mission accomplishment and developing new organizational structures and creating a shared vision that focuses on mission accomplishment and attainable objectives. When such inspired and informed leadership is applied, organizations can improve performance. As noted by Harrison (1993) use of the process-oriented approach to managerial decision making with its strong managerial emphasis and its objectives-oriented outcomes is the model recommended for decisions with discernible levels of uncertainty attendant on the outcome. Such decisions include those made at middle and upper levels of management both in the private and the public sectors where the consequences are of high levels of significance to the total organization. Included in this category are all decisions of a strategic nature and those involving appreciable commitments of resources directed towards the long-term enhancement of the corporation or institution. “The process model is ideal for these kinds of decision because it is forward looking in that it has a planning emphasis not apparent in the other models of decision making. The process model is oriented towards innovation
References: Blanchard, D. (2009, July). The Dos and Don 'ts of Third-Party Logistics. Industry Week, 258(7), 43-44. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1780053281). Chevalier, R. (2009). ANALYZING PERFORMANCE: AN EXAMPLE. Performance Improvement, 48(7), 15-19. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1893304331). Driscoll, M. (2009, July). Performance Management After the Slump. Financial Executive, 25(6), 49-51. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1922479581). Harrison, E. (1993). Inter-disciplinary models of decision making. Management Decision, 31(8), 27. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 603236). Michael, A. (2009, October). PERFORMANCE MEASUREMENT. Financial Management, 32. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1893840211). Robinson, A., & Schroeder, D. (2009). The Role of Front-Line Ideas in Lean Performance Improvement. The Quality Management Journal, 16(4), 27-40. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1885185851). Searcy, D. (2009). Developing a Lean Performance Score. Strategic Finance, 91(3), 34-39. Retrieved February 14, 2010, from ABI/INFORM Global. (Document ID: 1858606131).