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Performance Management Archives - Page 5 of 10 - Ideas for Leaders

How Informal and Formal Networks Hurt and Help Performance

Organizational design theory studies the formal structures of an organization; network research focuses on informal structures — the informal interactions and relationships ‘behind the chart’. Giuseppe Soda of Bocconi University in Milan and Akbar Zaheer of the University of Minnesota’s Carlson School of Management argue, however, that to evaluate individual performance in an organization — […]

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How to Avoid Task Conflicts Damaging Team Relationships

As team members work on various (team) tasks and project, conflicts can arise over issues such as, for example, how the work should be done, or the best way to achieve results. While solutions can emerge from productive give-and-take, task-related conflicts tend to slide into personal relationship conflicts. This occurs for several reasons. Often, work criticisms […]

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Does Work/Life Balance Help or Hurt Productivity?

Work-life balance issues bring out the optimist in some, the pessimist in others. For pessimists, the work-life balance concerns of employees will be undermined when a firm faces increased competition — and ‘improves’ its management practices in response to that competition. Examples of improved management practices include: the introduction of lean manufacturing techniques; better tracking […]

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Using Values-Based Leadership to Drive Performance

Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research across organizations and increasingly whole countries is an extension of Maslow’s Hierarchy of Needs. Maslow’s Hierarchy of Needs is a well-explored, but frequently misrepresented, theory […]

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What Boards Think of CEOs

CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey of 160 North American boards of directors and CEOs. Specifically, ‘mentoring skills’ was tied with ‘board engagement’ for first place in CEO weaknesses, followed closely […]

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