In the first post I discussed a tool that you can use to test your current job design to see whether it has been designed for high performance. In the second post I elaborated on the theory behind the tool. In this post (another long one I am afraid) I will attempt to apply it to design three local government management positions that I am familiar with.Continue reading →
In the previous post I discussed a tool that you can use to test your current job design to see whether it has been designed for high performance. In this post I will elaborate on the theory behind the tool. This is a long post but I didn’t want to split the story. Sorry. In the next post I will attempt to apply the theory to the design of three local government management roles that I am familiar with.
Simons’ starting point in discussing the design of high performance jobs is failure to implement strategy. Why is it that organisations with clear strategy, access to resources and developed relationships still fail? He points out managers being too complacent and slow to respond, instead of being entrepreneurial. Problems coordinating activities across functions. Decision making is fragmented. Costs are excessive and eroding surpluses. When these symptoms become evident senior managers start to wonder whether they have put the wrong people in critical jobs. However, Simons says that the problem is systemic across the organisation. Continue reading →
I have posted previously on high performance local government organisations (see here and here). Have you ever wondered whether or not your job has been designed? Did someone sit down and decide on the role your position must play for the organisation to be successful? Were the resources you have been given, the goals you have been set, the decisions you have the right to make, or the relationships you have with others in your organisation been carefully selected? The chances are they weren’t. Continue reading →