High Performance Management Module 2 MGMT 489 Dr. Angela Young

Establishing and Maintaining Stability and Continuity ► Control  Stability and Continuity  Organizing information flow  Working and managing across functions  Planning and coordinating projects  Measuring and monitoring performance and quality  Encouraging and enabling compliance

Organizing Information Flow  Delegation  Touch it once! TRAF (Toss, Refer, Act, File)  Prioritize  Find your time wasters and time savers  Learn what works for you

Working and Managing Across Functions ► Clarify goals and obtain buy-in ► Create multiple points of leadership ► Hold the team and members accountable ► Keep teams small and break larger groups into small ones ► Provide updated information ► Train members in teamwork ► Clarify expectations ► Encourage team members to step out of their roles

Planning and Coordinating Projects ► Managing Projects  Know the project and steps to accomplish (“Breakdown the structure…”)  Awareness of time and cost  Identify resources  Use planning tools (e.g., HR Matrix, Gantt Chart)

Planning and Coordinating Projects ► Develop a hierarch of measures ► Objectives – well defined and verified objectively ► Completeness – measures all attributes or factors ► Responsive – influenced by managers

Planning and Coordinating Projects ► Exact measures – measures the factor itself directly ► Proxy measures – factors that can be measured and used to make an inference about the actual factor or attribute ► Process measures – assessment of how something is accomplished (outputs, activities, and inputs) ► Initiative progress – measures changes made

Measuring and monitoring performance and quality ► Drivers of organizational effectiveness ► Employee-related ► Operating indicators ► Customer-focused ► Financial performance

Encouraging and enabling performance  Compliance vs. noncompliance to policies, goal attainment and other situational factors depends individuals and the situation.  Managers can’t always influence the individual but may be able to influence the situation  Employees often experience ambiguity, social pressure, poor reward structure, untrusting managers, perceived unfairness, violations of trust all potentially leading to noncompliance.

Encouraging and enabling performance ► Punitive – follow up and noncompliance ► Remunerative – improve reward systems ► Preventative – monitor and encourage compliance ► Generative – explain reasoning for compliance ► Normative – explain moral reasoning for compliance

Chapter 5: Coordinator Role ► Managing Across Functions  Develop Clear goals  Mass leadership – leaders in each functional area  Accountability  Training, communication, etc.