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To continue…

In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of effectiveness. Management’s responsibility also needs to be focused on real time feedback on an as it happens basis. WHY… The need for market driven feedback on performance measurement when proactively managing for the future rather than ‘navel gazing’ over the past

Power is central to a manager’s ability to act and in TRADITIONAL companies it still seems to be linked mainly to a system of delegation of legitimate power through written authority. In ENTREPRENEURIAL companies power needs to be shared and the managers primary function is to empower others to act. WHY… Power has shifted away from position to knowledge and the knowledge required to satisfy different customer situations will change across different team members depending on how situations develop.

In TRADITIONAL operations mangers fought for assets and resources to enable their departments or divisions to function effectively. In ENTREPRENEURIAL operations managers need to act more as “brokers” that facilitate the bringing together of diverse internal groups with ideas and seek out and streamline relationships with external suppliers of resources. WHY… today’s market is influenced by a much greater push for customized products to suit individual needs & wants i.e. Acer or Dell computers.

SURE KNOWLEDGE IS POWER, HOWEVER THE NEW KNOWLEDGE NEEDED IS CUSTOMER FOCUSSED RATHER THAN THE OLD… “BEING IN THE KNOW”

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

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