39,882 research outputs found

    Diagnosing performance management and performance budgeting systems: A case study of the U.S. Navy

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    We present here a case study of an organization within the U.S. Navy that created a new organizational construct and performance management system. We explore the issues faced by naval leaders as they attempt to use their performance information to make resource allocation decisions at the sub-organization level, and base budgets at the organization and service (navy) level. We attempt to diagnose many of the practical problems a government organization encounters when implementing a performance management system, to include trying to inform budgets, and make recommendations on actions that would improve the strength of the performance system. We find in the organization a good conceptual framework, organizational enthusiasm, and reasonable attempts to link disparate information systems into a coherent whole. The good intentions are hindered, however, by inadequate accounting systems, a lack of understanding of cost accounting methods, weak use of terminology and longstanding institutional attitudes. This case confirms challenges associated with both performance management systems and performance budgeting found in the literature, and we offer recommendations for public officials considering such endeavors

    Implementing the Leader Development That Counts

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    Effective leader development is too often the first casualty of high demands placed on leaders, from corporate America to the U.S. military. A comparison of these entities’ common leader development programs and workforce feedback reveals insufficient strategies and competing priorities. Organizations succumbing to these obstacles unknowingly find themselves trapped in adverse cycles of leadership development, perpetuating undernourished talent and mediocre performance. This problem will not fix itself. Organizations must refocus efforts to understand and implement a leader driven, interpersonally focused, and culturally ingrained brand of leader development to maximize available talent in crafting their envisioned organization

    Hard Lessons about Philanthropy & Community Change from the Neighborhood Improvement Initiative

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    Between 1996 and 2006, the William and Flora Hewlett Foundation invested over $20 million in the Neighborhood Improvement Initiative (NII), an ambitious effort to help three neighborhoods in the Bay Area reduce poverty and develop new leaders, better services, more capable organizations, and stronger connections to resources. On some counts NII succeeded, and on others it struggled mightily. In the end, despite some important accomplishments, NII did not fulfill its participants' hopes and expectations for broad, deep, and sustainable community change. In those accomplishments and shortcomings, and in the strategies that produced them, however, lies a story whose relevance exceeds the boundaries of a single initiative. Our goal is to examine this story in the context of other foundation sponsored initiatives to see if it can help philanthropy support community change and other types of long-term, community-based initiatives more effectively.As we began to review materials and conduct interviews, we learned of NII's accomplishments in each neighborhood, including new organizations incubated, new services stimulated, and new leaders helped to emerge. We also quickly discovered multiple, and often conflicting, perspectives on NII's design, implementation, and outcomes that were hard to reconcile. Some of this Rashomon effect is to be expected in a complex, long-term community change initiative that evolves over time with changing players. Some can also be attributed to the different dynamics and trajectories in each of the three sites.We have tried to describe all points of view as accurately as possible without favoring any one perspective. Moreover, we have tried to look beyond the lessons drawn exclusively from NII and to position all of these varied opinions within a broader field-wide perspective, wherever possible.The frustrations of NII's participants and sponsors are mirrored in many other foundations' major initiatives. Indeed, our reviewers -- who have been involved in many such initiatives as funders, evaluators, technical assistance providers, and intermediaries -- all underscored how familiar they were with the challenges and pitfalls described here, both those related specifically to community change efforts and those pertinent to other initiatives. Because the opportunity to discuss the frustrations candidly has been limited, however, they often are relegated to concerns expressed sotto voce. So it was particularly important throughout the review to solicit from our interviewees ideas or suggestions for improving their work together. We offer these along with our own observations as a way to stimulate further reflection and debate, because we believe that philanthropy has an important role to play in improving outcomes for poor communities and their residents. Few foundations have been willing to contribute to this level of honest and sometimes painful public dialogue. But by commissioning this retrospective analysis, the Hewlett Foundation demonstrates a desire to help the field learn and move forward, and we applaud that

    Re-reengineering the dream: agility as competitive adaptability

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    Organizational adaptation and transformative change management in technology-based organizations is explored in the context of collaborative alliances. A Re-reengineering approach is outlined in which a new Competitive Adaptability Five-Influences Analysis approach under conditions of collaborative alliance, is described as an alternative to Porter’s Five-Forces Competitive Rivalry Analysis model. Whilst continuous change in technology and the associated effects of technology shock (Dedola & Neri, 2006; Christiano, Eichenbaum & Vigfusson, 2003) are not new constructs, the reality of the industrial age was and is a continuing reduction in timeline for relevance and lifetime for a specific technology and the related skills and expertise base required for its effective implementation. This, combined with increasing pressures for innovation (Tidd & Bessant, 2013) and at times severe impacts from both local and global economic environments (Hitt, Ireland & Hoskisson, 2011) raises serious challenges for contemporary management teams seeking to strategically position a company and its technology base advantageously, relative to its suppliers, competitors and customers, as well as in predictive readiness for future technological change and opportunistic adaptation. In effect, the life-cycle of a technology has become typically one of disruptive change and rapid adjustment, followed by a plateau as a particular technology or process captures and holds its position against minor challenges, eventually to be displaced by yet another alternative (Bower & Christensen, 1995)

    Diagnosing performance management and performance budgeting systems: A case study of the U.S. Navy

    Get PDF
    We present here a case study of an organization within the U.S. Navy that created a new organizational construct and performance management system. We explore the issues faced by naval leaders as they attempt to use their performance information to make resource allocation decisions at the sub-organization level, and base budgets at the organization and service (navy) level. We attempt to diagnose many of the practical problems a government organization encounters when implementing a performance management system, to include trying to inform budgets, and make recommendations on actions that would improve the strength of the performance system. We find in the organization a good conceptual framework, organizational enthusiasm, and reasonable attempts to link disparate information systems into a coherent whole. The good intentions are hindered, however, by inadequate accounting systems, a lack of understanding of cost accounting methods, weak use of terminology and longstanding institutional attitudes. This case confirms challenges associated with both performance management systems and performance budgeting found in the literature, and we offer recommendations for public officials considering such endeavors.performance management; performance budgeting; public budgeting

    Evaluating organisational readiness for virtual collaboration

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    This chapter endeavours to clarify some of the concepts related to the virtual organisation and to move away from the definition of a “virtual organisation” as one with few or no tangible assets, existing in virtual space created through information communication technologies (ICT) (Warner & Witzel, 2004). The authors focus on the concept of an organisation, which is “virtually organised,” employing ICT for the majority of its communication, asset management, knowledge management and customer resource management, across a network of customers, suppliers and employees (Venkatraman & Henderson, 1998). The authors consider the concepts of virtual organisations and virtual organising and develop an instrument that can be used to evaluate organisational readiness to exploit virtual networks. The instrument can be used initially to measure the value of virtual models to the organisation and then reapplied to measure the extent to which these values are actually embraced

    Managing Global Training Utilizing Distance Learning Technologies and Techniques: The United States Army Readiness Training

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    Distance learning (e-learning) is expanding at a very rapid pace as organizations throughout the world search for economical, responsive, and effective means to train workers to meet the challenges of the information age workplace. The Army Distance Learning Program (TADLP) model is discussed in the context of the global e-learning environment. Both e-learning infrastructure and management issues are identified, with emphasis on: (1) developing policy, (2) measuring performance, (3) managing resources, (4) maintaining standards, and (5) satisfying users. The TADLP program is challenging to manage effectively, and difficult to accurately assess program outcomes. The TADLP program is shown to have a well-executed infrastructure plan, quality management of both facilities and services by contractor-supplied staff, and well-designed classrooms. However, the program suffers from limited courseware, creating a bottleneck for full program utilization. A discussion follows relating the Army program to public and private e-learning programs and expectations.
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