TABLE OF CONTENTS The only point at which true responsibility for performance can lie is with the person or group actually doing a job and this chapter shows how organizations can make more effective use of their people through performance management.
Managers are in control only when their subordinates can exercise self-control. The process of performance management then consists of clarifying responsibilities, developing performance indicators and objectives, and preparing action plans.
The only efficient way to tackle process improvement or complex problems is through teamwork, which allows individuals and organizations to grow. Of course, employees will not engage continual improvement without commitment from the top, a climate for improvement and an effective mechanism for capturing individual contributions. Teamwork must be driven by a strategy, have a structure, and be implemented thoughtfully and effectively.
John Adair s model for teamwork, which addresses the needs of the task, the team, and the individuals in the team, in the form of three overlapping circles, is used for the main structure of this chapter.
When teams are put together they pass through Tuckman s forming (awareness), storming (conflict), norming (co-operation), and performing (productivity) stages of development.
The Myers-Briggs Type Indicator (MBTI) and Schutz s FIRO-B (Fundamental Interpersonal Relationship Orientation-Behaviour) instrument are introduced as techniques for helping individuals understand and value each other for their differences as well as their similarities. It will also form the basis for thinking on culture change a new openness cycle is presented, based on inclusion, control, and openness, i.e., the FIRO-B...
