Implementation and Management of Performance Improvement Plans: Emphasizing Group and Organizational Interventions

Implementation and Management of Performance Improvement Plans: Emphasizing Group and Organizational Interventions

by Robert Carleton
Released January 2010
Publisher(s): HRD Press
ISBN: 9781599961880

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Book description

Here is an effective, step-by-step plan for improving performance on a large-scale and getting the results and payoffs you desire. If you have a group, a group of groups or an entire organization that needs an intervention, you'll find this book invaluable. Implementation and Management of Performance Improvement Plans begins in the middle – in the implementation phase of performance improvement plans rather than the design or planning phases. This is because, according to the author, implementation is where something useful happens ... or doesn't. Performance improvement aimed at individuals and groups is different. Here you'll learn about common basic misconceptions and errors other leaders make when shifting focus from individual to group and how not to go down the same road. Covered in this cutting-edge resource are six key topic areas: How to approach improvement in a systematic way and "do it right"; How to bring the entire organization into an alignment that adds value over time and keep it there; How project management stitches everything together – from planning through implementation to value added; How to ensure every group being targeted by the plan is fully aware of what is intended and how it applies to them; How to achieve the "holy grail" of performance improvement – measurable improvements and the measurable increase of commitment.

Table of contents

  1. Implementation and Management of Performance Improvement Plans: Emphasizing Group and Organizational Interventions
    1. Copyright
    2. Introduction
      1. System
      2. Alignment
      3. Change Management
      4. Project Management
      5. Ensuring Clarity and Ability
      6. Achieving Sustained Results
      7. Professional Standards
    3. Chapter 1: System
      1. Performance Standards/Specifications
      2. Performance Resources
      3. Performance Support
      4. Performance Interference
      5. Performance Consequences
      6. Performance Feedback
      7. Skills and Knowledge
      8. Individual Capacity (1/2)
      9. Individual Capacity (2/2)
      10. Endnote
    4. Chapter 2: Alignment
      1. Vision and Mission1
      2. Three Directional Forces
      3. The Tactical Path
      4. The Cultural Path
      5. 360° Feedback (1/2)
      6. 360° Feedback (2/2)
      7. 360° Feedback and Cloning
      8. 360° Feedback and Likert Items and Scales
      9. Cookbooks versus Guidelines
      10. Over-Specification
      11. Infrastructure
      12. Best Intentions and Villains
      13. The Reality of Organizational Direction Setting
      14. Endnotes
    5. Chapter 3: Change Management
      1. Four Change Management Principles
      2. Participative Change Methods
      3. A Typical Declarative Change Process
      4. Support
      5. Power
      6. Trust
      7. Phases of Managing Change
      8. Transformational Change (1/2)
      9. Transformational Change (2/2)
      10. Management and Leadership
      11. Project Management/Change Management Offices
      12. Summary
      13. Endnotes
    6. Chapter 4: Project Management (1/4)
    7. Chapter 4: Project Management (2/4)
    8. Chapter 4: Project Management (3/4)
    9. Chapter 4: Project Management (4/4)
      1. Summary
      2. Endnote
    10. Chapter 5: Assuring Clarity and Ability (1/3)
    11. Chapter 5: Assuring Clarity and Ability (2/3)
    12. Chapter 5: Assuring Clarity and Ability (3/3)
      1. Teamwork
      2. Partnering and Teamwork
      3. Mutual Goals
      4. Openness
      5. Respect
      6. Shared Responsibility
      7. Heuristics
      8. Time and Priorities
      9. Culture and Peer Expectations
      10. Endnotes
    13. Chapter 6: Achieving Sustained Results
      1. Evaluation
      2. The Energy Investment Model
      3. The Energy-Attitude Dynamic
      4. Where do you live?
      5. Sustainability and Management/Leadership
      6. The Management Mirror
      7. The Senior Team as a Team
      8. How the Management Mirror Works—First Steps in the Methodology
      9. Next Steps
      10. The Individual Feedback Report
      11. The Event
      12. Causes for Failure
      13. Some Caveats
      14. Endnotes
    14. Chapter 7: Monday Morning
      1. Basic Information/Communication
      2. Alignment of Your Own Function
      3. Basic Tools and Processes to Systemically Work HPT Organizational Issues
    15. Appendix A: Management Mirror
      1. General Summary
      2. Priorities
      3. Leader-as-Model Profile
      4. Functional Leadership Data
      5. General Summary
      6. Your People
      7. Priorities
      8. Key Messages
      9. Your Peers
      10. Leader-as-Model Profile
      11. Functional Leadership Data
      12. Endnote
    16. Appendix B: Organizational Culture Assessing Organizational Culture Off-the-Shelf or Customized Cultural Assessment? (1/2)
    17. Appendix B: Organizational Culture Assessing Organizational Culture Off-the-Shelf or Customized Cultural Assessment? (2/2)
      1. Twelve Domains of Organizational Culture A Functional Model
      2. Why This Series?
      3. How This Series Relates to the Professional Performance Improvement Standards
      4. Endnotes
    18. References

Product information

  • Title: Implementation and Management of Performance Improvement Plans: Emphasizing Group and Organizational Interventions
  • Author(s): Robert Carleton
  • Release date: January 2010
  • Publisher(s): HRD Press
  • ISBN: 9781599961880