tailieunhanh - Lecture Performance management: Session 11 - Osman Bin Saif

Chapter 11 - managing team performance. In this chapter, the following content will be discussed: The role of opportunities, resources, and entrepreneurs in successfully pursuing new ventures; three types of entry strategies - pioneering, imitative, and adaptive - commonly used to launch a new venture; how the generic strategies of overall cost leadership, differentiation, and focus are used by new ventures and small businesses;. | HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: ELEVEN 1 Summary of Previous Lecture Approaches to measure performance Trait approach Behavior approach Result approach End of Chapter CASE EXAMPLE 2 Agenda of Today’s Lecture CHAPTER 5 Measuring Results and Behaviors Measuring Results Determining Accountabilities Determining Objectives Characteristics of Objectives Determining Performance Standards Characteristics of Good Performance Standards 3 CHAPTER 5 MEASURING RESULTS AND BEHAVIORS “The reason most people never reach their goal is that they don’t define them, or ever seriously consider them as believable or achievable. Winners can tell you where they are going, what they plan to do along the way, and who will be sharing the adventure with them” – DENIS WAITLEY 4 Measuring Results If results approach is adopted, the following key question should be: What are the different areas in which this individual is expected to focus efforts(key accountability)? Within each area, what | HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: ELEVEN 1 Summary of Previous Lecture Approaches to measure performance Trait approach Behavior approach Result approach End of Chapter CASE EXAMPLE 2 Agenda of Today’s Lecture CHAPTER 5 Measuring Results and Behaviors Measuring Results Determining Accountabilities Determining Objectives Characteristics of Objectives Determining Performance Standards Characteristics of Good Performance Standards 3 CHAPTER 5 MEASURING RESULTS AND BEHAVIORS “The reason most people never reach their goal is that they don’t define them, or ever seriously consider them as believable or achievable. Winners can tell you where they are going, what they plan to do along the way, and who will be sharing the adventure with them” – DENIS WAITLEY 4 Measuring Results If results approach is adopted, the following key question should be: What are the different areas in which this individual is expected to focus efforts(key accountability)? Within each area, what are the expected objectives? How do we know how well the results have been achieved(performance standards)? 5 Measuring Results (Contd.) The key accountability are broad areas of job for which the employee is responsible for producing results. A discussion of results also include specific objectives that the employee will achieve as a part of each accountability. 6 Measuring Results (Contd.) Objectives are statements of important and measurable outcomes. Discussing results also means discussing performance standards. 7 Measuring Results (Contd.) A performance standard is the yardstick used to evaluate how all employees have achieved each objective. Performance standard provide information on acceptable and unacceptable performance in relation to quality, quantity, cost and time. 8 Measuring Results (Contd.) Organizations that implement management by objective (MBO) philosophy are likely to implement performance management systems, including objectives and standards. For example: Police

• Quản trị kinh doanh
• Performance management
• Lecture Performance management
• Comparative Systems
• Performance management system
• Individual performance
• Organizational performance