Improving Organizational Performance - Assignment Example

? Improving Organizational Performance This study explores the concept of improving the organizational performance by using the various models that are applied in managing organizations. The performance management (PM) approach and the High performance Work (HPW) approach are being within the UK organizations. Research carried out on different organizations gave the main information in this paper. It is important to formulate activities that establish organisational goals and monitor and evaluate the progress of an organisation. This is important because it enables the organisation to make adjustments which will enable it achieve its goals at a highly effective and efficient way. These activities are carried out by leaders and managers in organisations to help in improving the activities and the performance of the organisation. We think that performance management for employees in trying to set goals, monitor the employee’s achievement of the goals of the organisation, sharing the feedback of performance of employees with them and evaluating the performance with them. Organisational performance is composed of the output of an organisation while comparing it against the inputs that were deployed to the organisation to achieve those results. The output can be measured by the organisation in terms of profits and growth of the organisation. Performance can be measured by several dimensions; the financial performance or the shareholder returns the level of customer service in the organisation, the social responsibility of the organisation in the society and its clients and the stewardship of the employees. Organisations use statistical evidence to be able to determine the progress to define the objectives in the organisation (Hoverstadt 2011, p67). Organizational performance is measured in terms indicators of efficiency, effectiveness, relevance to shareholders and the financial viability. These indicators are used by the human resources to evaluate the performance of the employees and the organization (Ed Barrows 2010, p98). Performance management is composed of two types of the management system. One of them is where an analyst views the performance of a firm as a whole, and will monitor the effectiveness of how managers and other executives achieve their set goals. On the other hand, performance management may be viewed as a system to monitor the performance of employees and how they help them in achieving their goals; hence ensuring that organizations perform much better. This type of management will differ from the objectives to how they will be applied. This will include; planning of the work to be done, the setting of the goals, and offering feedback to the employees about their performance (Hoverstadt 2011, p45). Employees work best when the work they are given is planned well, delegated well, and objectives of the work are clearly set. This will motivate employees to do their job and be able to achieve the goals without any problem. When the executives plan and set goals and objectives better in performance management, it creates a predictable system for better performance. By doing this, the employees assume their consequences of work performance and bear the responsibility too. Giving results back to the employees about their work is done on an annual review. This enables employees to change their past mistakes and ensure that they will perform better in the next year. Employees get to benefit from the consistent models of performance evaluation; this is because the employees will get enough time to address their issues. Performance management also provides employees with opportunities to grow themselves in their fields of interest. This means that employees will be given opportunities to perform their duties better and at the same time pair the unskilled employees with the more skilled employees. This model enables employees to perfect their skills and hence improve the performance of the organizations (Ed Barrows 2010, p65). The National Health Service (NHS) created a medical engagement scale to assess the medical engagement in managing and leading the NHS organisations like the hospitals and other health care providers. This tool is designed to assess an organisation’s overall performance of the medical engagement and the levels of the subscales that add up to the resulting score. This in turn, enables the results on the areas where improvement is needed. Doctors also influence the organisational performance in the NHS. Doctors have to be extremely competent in order for them to lead and manage the organizations of NHS well to enable the provision of better and quality health care services to the people and society in general. Corporate performance management is more about altering changes in the behaviour of organization in order to achieve certain goals and a highly improved performance. This is where the executive management makes decisions that are aimed at improving the performance of the organization from all aspects. For an organization to achieve improved performance, outstanding communication will be required to prevail in the organization. Because of complexity in many firms, it becomes difficult for people to communicate amongst themselves about what job requirements is theirs. On the other hand, it is difficult for people to be made aware about what other people are doing. This is a problem of hierarchy. Operational hierarchy is whereby an organization must clearly state the job definitions of each individual in the company in order to make sure that the individuals use minimal resources to enable maximum profits. This will ensure that individuals in the organization will perform what they are required to do and ensure that there are no wrangles. Wrangles in the workplace setting ruin the workplace ethic and pull the organization backwards in terms of development. The management of the organization should have the ability to build a resilient company and be able to plough on with the programmed job without taking into account the environment around it. It is also important to make use of the resources given to make positive changes to the society and to the organization in general (Hoverstadt 2011, p47). Performance management has enabled companies to change how they transact their businesses. They have acquired methods and technologies that allow them to evaluate performance in the organizations. The executive management is able to get better information on how the organization is performing, and how the employees are doing their jobs. Performance management, therefore, has got several impacts on an organization. Some of these impacts include; employees will have a satisfactory understanding of their career and will work to achieve them. There will also be consistency in the assessment of different departments and different job groups. Finally, performance management will ensure that the organizations will be able to reap large profits due to maximised capacity of all employees and the decisions being made by the executives will be of considerable help to the organization. At the same time, performance management has got its disadvantages. Some of them include; there is a decreased performance of employees. This is because there will be low training to employees and management, and the management process will be difficult to change. There will be degrading of the communication process. Since communication process should be a two way but by using performance management; managers usually turn this kind of communication around to become a one way communication. There will also be low commitment in terms of management. The employees will be subjected to the model and will be pressured to always look at their review process. This will in turn make the employees to work under pressure. This model can at the same time create negative attitudes among the employees and even in the management (Hoverstadt 2011, p58). For the NHS to be able to improve organizational performance there is a need for the organization to be healthy. The organization should have the ability to achieve its goals and base these goals on improving its performance and the welfare of the employees. These two issues affect each other and are the basis for growth of an organization. Improving the NHS performance involves applying an approach to organize, process, and the role levels of individuals in the NHS and also support the welfare of the employees. By doing this NHS has consistently improved its services and thus improving its performance. Organization performance can be based on the human activities. These are abilities that allow humans to be able to lead, direct, and be accountable to the organization in order for it to work well. These abilities are referred to as the soft factors that are required for a person to qualify as a manager. The hard factors that help in managing the organizations like the NHS the organizations reporting structure, the control, and the coordination of the organization, the policies of NHS also enable the improving of performance possible, without this then the organization will not be performing. The essence of clinical management is to promote the values of the NHS. Clinical management empowers and creates a stable focus on the patients’ needs and make sure that patients are being served correctly. Quality leadership is required to better health care services that are provided to patients. The medical engagement leadership project is aimed at creating a culture of skilled medical engagement and better management and leadership. By engaging doctors in this programme, it is extremely beneficial in the improvement of the organizational performance of NHS and services being offered to patients. NHS has designed a leadership framework that will oversee the competency of the doctors and the general leadership of its organizations. The framework is being integrated to the medical students and practicing doctors. NHS has also designed a Medical engagement scale to assist organizations to develop and evaluate the levels of medical engagement and also develop strategies to improve these strategies. If doctors are engaged in the management and the leadership of the medical engagement, then the organizational performance will undoubtedly be improved and this will in turn lead to quality health care services being provided in the organizations of NHS. Engaging doctors in this leadership project will improve the quality of the services. Besides improving the services, this will have many benefits and will help the people in a great way. Doctors have got more experience when it comes to handling operational changes in the health sector; hence they should be engaged in the leadership project since they will know what to implement and what no to implement. This in turn, will help organizations to improve their services and performance. Failures in the healthcare are on most occasions blamed on lacking enough medical leadership, poor communication, lack of power in the medical staff and patients, and the problem between doctors and managers of the health care organizations. Study findings show that there is an immense relationship between a legitimate medical engagement and the organizational performance. The best performing organizations have identified the levels of engagement that make them to perform better, while on the other hand, the poorly performing organizations have got extremely low levels of engagement. Chief executives can do several things in promoting the medical engagement. Some of these things include; arranging for face to face meetings with the medical staff. These meetings can be informal, and they will help staff to work freely and communicate to the CEO in case of any problems. This will also allow the staff to give the CEO new ideologies on how to improve and add value to the services being offered. The CEO can have fixed meetings with clinicians out of the medical staff. This meeting can either be formal or non formal. This will help the CEO to get information on how the work of the clinicians is going and be able to make better adjustments without pushing them to work and doing something they do not want. The CEO’s should spend some time and involve doctors in running the business. Doctors have got the knowledge about the operational decisions of the organizations. The CEO’s should take part in consultative appointments and panels. Finally, they should give the organization the resources needed for the organization to run effectively (Purcell 2007, p89). The medical engagement scale is developed to enable assessment of the medical engagement in the NHS organizations. This scale points out the differences between the personal motivation to engage and the involvement of the organization in motivating the individual. This measure is of two types which include; the organizational opportunities which reflect the conditions that enable doctors to be actively involved in managing and leadership activities. The individual ability reflects on the ability to lead, the ability for an individual to tackle and the confidence to face new challenges (Purcell 2007, p103). Chief executives of a company have got a vital role in playing in inducing doctors to the leadership programme, and to make formal meetings between doctors and other executives and discuss the performance of the of the organization. The medical leadership framework should be enforced in to the curriculum of schools and enable all medical students to develop their management skills. The practicing doctors too should learn about the leadership frame work and the organizational management skills to enable them manage the NHS organizations better, effectively, and efficiently. By giving doctors the opportunity to manage, NHS organizations will help healthcare service provision to be improved and hence people will receive better services. For NHS to have a successful medical engagement, then they require tools that will not only measure their performance and improve these tools at the same time (Marcin 2007, p75). The UK firms use the performance management systems to manage their employees and to allow for better production. Here, managers are hired on the basis of their ability to manage and execute the performance model. They are evaluated on a regular basis and rewarded on the basis of their performance (Roberts 2004, p92). They are promoted or fired based on this performance. This is mostly done by firms by public firms and multinational firms. The behaviour of the managers also determines how the manager will be working with the organization. The organizations that use this type of model grow at a fast rate and have got an extremely high return rate on the capital they employed. The assessment done to these mangers are then used to calculate the bonus that they will be paid. When doing this, the managers will be motivated to work remarkably well and will be able make decisions that will help organizations to prosper. Public sectors are extraordinarily complex and have got majorly diverse units. These organizations make immensely complicated trading in the event of a business. These organizations have to maintain a variety of relationships with different types of people like the shareholders, the regulators, the clients of the organizations and society in general. For organizations to be able to satisfy all these groups of people, then they should be able to make decisions that will help them achieve utmost performance and assist in satisfying the society (Roberts 2004, p112). Performance management systems have been made easier nowadays with the use of technology. Software’s have been made to improve the monitoring and evaluating process of the employees and the progress of the organizations. Hence, for an organization that uses this model, and then it becomes easy to track the progress of the employees working record and easily evaluate an employee. This will assist organizations to make the necessary improvements. Some people might be resistant to using this model of management, but it is an exemplary model to work with since it allows the organization to fully exploit its resources. The employees will find working under this model somehow tough at the beginning since they will have to stand the fact that they are being evaluated and monitored by their performance rates (Simon 2010, p98). Good organizational performance and management should be composed of extremely high level policy that will enable the organization to work well with the public. An organization should have a clear and strategic business plan that will ensure it garners profits with the use of minimum resources. The use of performance evaluating tools should be done as this ensures that employees of the organization are efficient and hardworking in achieving the goals and objectives of the organization. There are various management styles that affect the performance model. For example, there is “the management by threat” whereby the manager is bossy so that employees work as required. With this style, the employees cannot work properly and are not free with the management. Another style is “The management by reports”. This is where the managers evaluate the work of employees by getting the reports of their work and evaluating these reports. Another form of management that is being used is “The management by use of deceit”. This is where the manager is not free and deceives his/her staff in doing what he/she wants (Simon 2010, p87). This is not a favourable management model. References Ed Barrows, A. N. (2010). Managing Performance in Turbulent Times: Analytics and Insight. New Jersey: John Wiley & Sons. Edward D. Garten, D. E. (2011). Advances in Library Administration And Organization,. Bradford, West Yorkshire, England: Emerald Group Publishing. Hall, A. (2003). Managing People. Canada: McGraw-Hill International. Hoverstadt, P. (2011). The Fractal Organization: Creating Sustainable Organizations with the Viable System Model. New Jersey: John Wiley & Sons. Lee, G. (2003). Leadership Coaching: From Personal Insight to Organisational Performance. London: CIPD Publishing. Marcin Pont, D. U. (2007). Influences on Organisational Performance: Marketing Research, Market Environment and Orientation. Victoria: Deakin University. Michael Edwards, D. H. (1999). Non-governmental organisations: performance and accountability beyond the magic bullet. London: Earthscan. P. Chelladurai, A. M. (2006). Human Resource Management in Olympic Sport Organisations. Champaign, Illinois: Human Kinetics. Pawan S Budhwar, A. V. (2008). Performance Management Systems: A Global Perspective. London: Taylor & Francis. Purcell, J. (2008). People Management and Performance. London: Taylor & Francis. Roberts, G. (2004). A Literature Review on the Impact of Investment in Human Capital on Economic Success: How Do Human Resources Practices Affect Organisational Performance. Norderstedt: GRIN Verlag. Simon Burtonshaw-Gunn, M. S. (2010). Essential Tools for Organisational Performance: Tools, Models and Approaches for Managers and Consultants. 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