Performance Management for Agile Organizations: Overthrowing The Eight Management Myths That Hold Bu

I The Agile Enterprise Profit Measures the Past—Agility Predicts the FutureThe End Justifies the MeansWe Are Not Operating in a VacuumPaint by NumbersThe Political OrganizationOne Size Doesn't Fit AllThe Top 10 Key Points ...NotesThe Characteristics of AgilityCharacteristic # 1—The Innovation MindsetCharacteristic # 2—Seeking Out Improvement OpportunitiesCharacteristic # 3—Empowerment and EnablementCharacteristic # 4—Decentralization of PowerCharacteristic # 5—A Tolerance for AmbiguityCharacteristic # 6—Vision and FocusCharacteristic # 7—Commitment to the Strategic DirectionCharacteristic # 8—Leading the WayCharacteristic # 9—Managing ChangeCharacteristic # 10—Effective CommunicationCharacteristic # 11—Building TeamsCharacteristic # 12—Market ResponsivenessCharacteristic # 13—Maximizing Efficiency and EffectivenessCharacteristic # 14—Structural FluidityCharacteristic # 15—Development of a Learning OrganizationThe Top 10 Key Points ...NotesSeven Dimensions of Agile PerformanceInnovation SpeedProcessing SpeedRecovery SpeedContinuous ImprovementCustomer ResponsivenessProblem-solvingChanging DirectionThe Top 10 Key Points ...NotesII Myths Blocking Agile PerformanceManagement Myth # 1—Job Specification Improves PerformanceJob Design and Scientific ManagementFlexible DeploymentSkills MatrixThe Top 10 Key Points ...NotesManagement Myth # 2—Quality Systems and Processes Guarantee Good OutcomesThe Origins of QAThe Shortcomings of QAGetting the Balance RightThe Customer-Focused EnterpriseThe Top 10 Key Points ...NotesManagement Myth # 3—The Job Description Helps the Employee Understand Their Organizational RoleRecruitment and SelectionInductionTraining and DevelopmentRemunerationSuccession Planning and PromotionPerformance ReviewNon-Job Performance FrameworkInterpersonal Non-job RolesPersonal Non-Job RolesThe Top 10 Key Points ...NotesManagement Myth # 4—A Business is Best Organized around FunctionsFunctional ModelMatrix ModelProduct ModelFunctional structureGeographic divisionsProduct-based divisionsCustomer-Centric ModelThe Top 10 Key Points ...NotesManagement Myth # 5—A Satisfied Employee is a Productive EmployeeHuman Spirit and WorkAutonomyMasteryPurposeThe Top 10 Key Points ...NotesManagement Myth # 6—A Loyal Employee is an Asset to the BusinessThe Desire to StayThe Cost of LeavingThe Feeling of ObligationAligning Career Growth with Company GoalsDesign Work with Variety and AutonomyA Focus on RelationshipsMatching Individual and Organizational ValuesWork-Life BalanceThe Top 10 Key Points ...NotesManagement Myth # 7—A Technically Superior Workforce is a Pathway to a High-Performing BusinessJob-centeredPerson-centeredProblem-centeredA Multi-Dimensional ApproachThe Top 10 Key Points ...NotesManagement Myth # 8—Employees Can't Be Trusted with Sensitive InformationInitiative ParadoxGoal AlignmentBoundary RefinementSharing InformationActive AccountabilityThe 10 Key Points ...NotesIII The Right Culture for Agile Performance A New Psychological Contract for Managing Agile PerformanceThe Traditional Psychological ContractFlexible DeploymentCustomer-FocusPerformance-FocusProject-Based WorkHuman Spirit and WorkCommitmentLearning and DevelopmentOpen InformationThe Top 10 Key Points ...Notes
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