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MindMap Gallery Organization and People Effectiveness
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Organization and People Effectiveness
The first task of managers is to improve the performance of the organization. In his main management philosophy, there are three perspectives in the performance part: Improving organizational performance is a manager's top priority. Performance is a combination of work behaviors, methods, results and their objective impacts within a certain period of time. Managers should focus on improving work efficiency and innovation capabilities, and motivate employees' enthusiasm and creativity by setting reasonable goals and indicators to achieve excellent performance.
Edited at 2024-01-18 09:47:49
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Organization and People Effectiveness
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
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- Reproductive development of animals
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Organization and People Effectiveness
Classic method of management by objectives
SMART principle
Smart principle is a kind of planning or execution rules for completing goals efficiently and achieving goals, which can ensure the fairness and openness of assessment.
There are five points in smart principles
1. Must be specific
2. Performance indicators must be measurable (Measurable)
3. Performance indicators must be attainable (Attainable)
4. Performance indicators must be relevant to other goals
5. Performance indicators must have a clear deadline (time-bound)
Can you be more specific?
S
Represents Specific
Specificity means that our performance goals must be clear, not vague standards. It is necessary to use concise language to clearly describe the plan and clearly display the established goals so that members can know what their goals are.
For example: we are in sales, and during the meeting, the boss set a goal to learn sales skills, but did not say how long it would take to learn, how much content should be learned, and did not give a clear message. This makes it difficult for employees to understand to what extent they need to learn. .
M
Represents Measurable
Measurability means that the goals we set are clear, and there are clear data as a measurement standard. We need a data basis to what extent employees should achieve to complete the goals.
Taking the workload of a certain employee in the team as a reference, if he can complete the programming of a small module every day, other members can also use this as a day's goal, that is, complete the programming of a small module in one day. Based on this workload, we can calculate the workload that should be completed in a month, and then we will set the target for that month, which is also measurable.
A
Represents Attainable
Feasible goals are acceptable to all members and achievable, rather than being imposed on employees based on wishful thinking. This will cause excessive pressure on employees, leading to resistance and even turnover among employees.
For example: a new employee comes and you ask her to double her performance in the second month. Under normal circumstances, this task is obviously impossible to complete. Performance is not accomplished only by overtime skills.
R
Represents relevance (Relevant)
Simply put, correlation means that our goals are coherent, and the correlation between goals must be strong. They come one after another. It does not mean that if you complete this one, there will be no more tasks next, which will make employees lose motivation. As long as you keep doing it, you will have nothing to do. Relevance means that the goals completed by employees are highly related to the performance appraisal, and tasks should not be assigned randomly.
T
Represents time-bound
Everyone must understand the time limit. To do something and set a goal, we must have a time limit. It is impossible to finish it in a lifetime. Of course, things have priorities. If some tasks are urgent, we will set a shorter time. If some tasks are not urgent, we will set a longer time. This allows employees to adjust their own time according to the work content, thereby achieving high efficiency. work.
Features of the SMART principle
1. Pay attention to the human factor.
Management by objectives is a participatory, democratic, and self-controlled management system that combines personal needs with organizational goals.
2. Establish a target chain and target system.
Through a specially designed process, target management decomposes the overall goals of the organization into sub-goals for each unit and employee. From organizational goals, to business unit goals, to department goals, and finally to individual goals. In the process of goal decomposition, rights, responsibilities, and benefits have been clearly defined and symmetrical to each other. These goals have the same direction, are interlocked, and cooperate with each other to form a coordinated and unified goal system.
3. Pay attention to results
Management by objectives starts with setting goals and ends with the assessment of goal completion. Work results are the standard for assessing the degree of completion of goals, and are also the basis for personnel assessments and awards. They have become the only symbol for evaluating management performance. As for the specific processes, approaches and methods to achieve the goals, superiors do not interfere too much. Therefore, under the management by objectives system, there is very little supervision, but the ability to control the achievement of goals is very strong.
Future-proof performance appraisal methods
360 degree assessment method
A 360-degree assessment is a method of obtaining behavioral observations of organizational members from multiple perspectives.
Characteristics of the 360-degree evaluation method
The evaluators include not only the supervisor of the person being evaluated, but also other people in close contact with him, such as colleagues, subordinates, customers, etc., as well as the self-evaluation of the person being evaluated.
What is the assessment?
communication skills
interpersonal relationships
leadership
Administrative ability, etc.
What are the advantages and disadvantages of the 360-degree evaluation method?
Advantage
Advantage 1: Comprehensive assessment dimensions.
Different from traditional evaluation, 360 evaluation can obtain evaluation feedback from multiple dimensions, view and use feedback results more comprehensively, and has strong two-way communication and information exchange.
Advantage 2: Wide applicability.
In management practice, 360 evaluation is often used to collect information on the work skills, professional knowledge, work style and work attitude of the person being evaluated. Specific applications: performance appraisal, leadership evaluation, organizational climate diagnosis, product satisfaction, etc.
Disadvantages
Disadvantage 1: High evaluation cost
Including time cost, substitution cost, error cost and other hidden costs. When the number of appraisees is large, it is a challenge for both the evaluator’s time and the organizer’s time. This is especially true when the evaluator becomes impatient with too much evaluation work. And irresponsible evaluation can easily affect the final evaluation result. When we apply inaccurate evaluation results, it may cause greater error costs.
Disadvantage 2: Evaluation motivation misalignment
In management practice, experience tells us that when conducting 360 evaluations, individual evaluators will regard it as a way to vent their personal anger. Especially those evaluators who are unable to distinguish between work problems and personal problems are very likely to escalate work problems into personal emotions and use the opportunity of evaluation to "reveal private vendettas."
How to carry out 360-degree assessment work?
1.Preparation stage
with a clear purpose
Form a 360-degree assessment implementation team and determine the purpose of this assessment through discussion.
question bank design
Design an evaluation model, including evaluation indicators and questions under the indicators. It is best for enterprises to establish their own capability model requirements based on the company's situation, and on this basis, design a 360-degree feedback questionnaire
List confirmed
Determine the appraisee and evaluator. Usually one appraisee needs 8 to 12 evaluators.
People empowerment
Train evaluators on 360-degree evaluation techniques. In order to avoid the evaluation results being affected by the subjective factors of the evaluators, companies need to train the evaluators when implementing the 360-degree evaluation feedback method.
2. Evaluation stage
Set up the model
Enter the evaluation model and set the evaluation weights for different evaluation levels. (For example, superior's weight: 50%, colleague's weight: 30%, subordinate's weight: 20%, self-evaluation weight: 00%.)
Implementation evaluation
Upload the evaluation list and invite evaluations;
Evaluation Report
Export assessment report.
progress monitoring
Evaluation progress is advanced. After the project is started, the answering progress will be monitored in real time in the background. During the life of the project, continually advance those who have not been evaluated. When necessary, you can ask for instructions from senior management, and your superiors or top leadership will advance the progress.
3. Feedback and coaching stage
Implementation conditions for 360-degree assessment
1. Good organizational atmosphere.
Whether the evaluator can evaluate others objectively and fairly, and whether the evaluee can sincerely accept the different opinions of others, not only involves the mentality and quality of the employees, but also fundamentally depends on whether the company has a good organizational atmosphere and communication. culture.
2. The purpose of evaluation is to promote employee development.
The results of the evaluation must be directly linked to the interests of the person being evaluated, such as salary, benefits, promotion, etc. Otherwise, the enthusiasm of the participants will be seriously dampened. The most important thing is to link it with the development of the people being evaluated, help them understand themselves objectively, and design a career plan that is more suitable for their personal development.
3. Fair assessment environment.
The evaluation process must be fair and confidential. The evaluation results are generally known only to the human resources evaluation supervisor, the person being evaluated and a small number of direct superiors. When feedback on the results, only direct superiors (or human resources professionals) and One-on-one, face-to-face feedback from the assessee is a necessary guarantee for the effective implementation of the assessment.
4. Effective implementation tools.
In order to ensure that the evaluation process is scientific and easy to operate, and to ensure the fairness of the evaluation environment, it is also necessary to use an effective tool to assist in the implementation of the evaluation.
Scope of application of 360-degree assessment
Administrative staff, R&D staff
Suitable for assessment of middle and senior management of the company
Companies with a majority of innovative businesses
Role weight design
The basic roles of evaluation are divided into: superiors, peers, subordinates, customers, others, and self-evaluation. If necessary, more roles can be customized.
Try it?
Superior: Mainly the direct superior of the person being evaluated, and the weight is generally higher. At least one person.
Peers: mainly colleagues at the same level who are the same direct superiors of the appraisee, and the weight is generally higher.
There must be at least three people.
Subordinates: Mainly the direct subordinates of the person being evaluated. Their weight will be lower than that of their superiors and peers. There should be at least three people.
Customers: Mainly external customers of the appraisee, with low weight and optional.
Others: Mainly refers to other colleagues with whom the appraisee may cooperate. The weight is not high and is optional.
Self-evaluation: It is mainly the evaluation of the person being evaluated, and the weight is not high.
Effective ways to improve organizational capabilities
Yang's triangle theory
What is the Yang triangle model of organizational capabilities?
Business success = strategy x organizational capabilities
What is organizational capability?
Organizational capabilities do not refer to individual abilities, but to the overall combat effectiveness of a team (whether 10 people, 100 people, or 1 million people). It is the DNA of a team's (or organization's) competitiveness, and the ability of a team in certain aspects. The ability to significantly outperform competitors and create value for customers
What is strategy?
The so-called "strategy" is a long-term development goal based on the study of politics, economy, technology, industry and other related trends. The attribute of the target is uncertainty.
Learning background
How to avoid talent gaps?
How to unite the team?
How to ensure combat effectiveness?
How can we prevent cadres from falling behind?
What's the use?
Whether it is a large company or a small company, no matter how many people you have in a team, as long as you want to improve the team's combat effectiveness, or when the team itself has problems, the core problems to be solved are essentially the same, so as long as you create a suitable framework If you think about the problem internally, you will definitely be able to find the optimal solution.
Can you elaborate?
Characteristics of Yang’s triangle model
Embedded within the organization rather than individuals, there is sustainability;
Create value for customers; significantly outperform competitors.
The composition of Yang's triangle model
Staff ability
Can it? Whether all employees of the company (including the middle and senior management teams) have the knowledge, skills and qualities to implement the corporate strategy and build the required organizational capabilities.
focus
"Whether it can" solve the problem of knowledge structure essentially depends on the company's training and empowerment.
Employee thinking model
Are you willing? Whether employees demonstrate values, behaviors and commitment that match the capabilities of the organization.
"Willing or not" solves the problem of employees' willingness, which essentially depends on the company's culture and incentive system.
Employee management style
Is it allowed? Whether the company provides effective management support and resources to enable employees to fully demonstrate their strengths and implement company strategies.
focus
Is it allowed? Solving the soil problems for achieving strategic goals essentially depends on the company's internal atmosphere and environment.
How to use Yang’s triangle model to build organizational capabilities
1. Build employee capabilities
Thinking questions
1. What organizational capabilities need to be built to match the development of the strategy?
2. What kind of talents are needed to build a company with the required organizational capabilities? What abilities and traits must they have?
3. Does the company currently have such talents? What are the main gaps? How to introduce, train, retain, borrow suitable talents and eliminate inappropriate talents?
competency model
What kind of talents are needed?
What abilities and traits are required?
Talent inventory
Does the company currently have such a talent pool?
What are the main differences?
Talent selection, recruitment and retention
How to introduce, train, retain, borrow suitable talents and eliminate inappropriate talents?
2. Shape employees’ thinking
Thinking questions
1. Match what employees care about, pursue and value at work with the capabilities required by the company?
2. What are the thinking patterns and values that managers need to possess?
3. How to establish and implement these thinking patterns and values?
Slogans and propaganda cannot be higher than human nature. It’s about returning to humanity. Only by returning to humanistic thinking can it be easily internalized in the heart.
Develop thinking model change strategies and adopt different change strategies such as bottom-up, top-down, and outside-in according to different situations of the enterprise.
3. Improve employee management methods
Thinking questions
1. How to design an organizational structure that supports company strategy?
2. How to balance centralization and decentralization, fully integrate resources, and seize business opportunities?
3. Are the company’s key business processes standardized and streamlined?
4. How to leverage information systems and communication channels to support company strategy?
process reengineering
Break the enterprise management method of setting up departments according to functions, replace it with business processes as the center, redesign the enterprise management process, and confirm the enterprise's operating procedures as a whole.
organizational restructuring
Redesign and adjust the organizational structure, and achieve organizational flattening and rationalization through department adjustments, mergers, etc.
Create a learning organization
Establish a knowledge base in the organization to promote knowledge exchange among employees by analyzing, integrating, recording, and updating the information and knowledge in the organization.
What should we pay attention to when building organizational capabilities?
parallel
The three pillars are equally matched and fighting side by side
match
The focus of each of the three pillars must be aligned with the required organizational capabilities.
The first model of organizational capability diagnosis
7S model
McKinsey 7S Model (Mckinsey 7S Model), referred to as 7s model
Which 7S?
structure
system
style
Staff - (staff)
skills
strategy
shared values
Can it be simpler if it is so complicated?
Hardware parts
strategy
Strategy is an enterprise's overall plan for enterprise development goals, ways and means to achieve the goals, based on the internal and external environment and available resources, in order to achieve enterprise survival and long-term stable development. It is a concentrated expression of enterprise management thinking and is a The result of a series of strategic decisions is also the basis for formulating corporate plans and plans.
Structure
Strategy requires a sound organizational structure to ensure implementation. Organizational structure is the basis for the survival of an enterprise's organizational meaning and organizational mechanism. It is the form of the enterprise's organization, that is, the effective arrangement and combination of the enterprise's goals, collaboration, personnel, positions, mutual relationships, information and other organizational elements.
Systems
It reflects the working methods of members in each system link and the status of mutual cooperation among members. Throughout daily activities and processes.
Software part
Style
Managers’ management methods, thinking patterns, and behavioral styles
Shared Values
What is considered the “right” motivations and ideas within the organization are the core values that are implemented in the organizational culture and daily work.
Staff
Employees within the organization and their overall capabilities. Strategy implementation requires adequate manpower preparation, and its success or failure depends on whether there are suitable personnel to implement it.
Skills
When executing company strategies, employees need to master certain skills, which relies on strict and systematic training.
How to take it?
question list
strategy checklist
For example?
What is our strategy?
How does the organization plan to achieve its goals?
How does the organization respond to competition?
How do organizations respond to changes in consumer needs?
How does the organization adjust its strategy in response to changes in the external environment?
for example
Pinduoduo
strategy
Sinking market, misplaced competition
Nature
Use the low-end as a breakthrough to quickly enter a huge market hidden in the existing market
means
"Finding" those consumer groups who like simplicity, pay attention to cost-effectiveness, and pursue new things among the crowd, so that they can own some practical new things at low cost and effort.
structure list
For example?
How are the departments/teams of the organization divided?
What is the hierarchical structure within the organization?
How do the various departments/teams of the organization work together?
Are decision-making and control centralized or decentralized?
What are the communication channels within the organization?
What are the explicit and implicit communication channels?
System/Institution Checklist
For example
What are the main systems for the operation of the organization (not only the financial system, human resources system, but also the communication system, etc. must be considered)?
How are these systems regulated and evaluated?
Can the organization's systems be copied by other outside organizations?
Will everyone in the system maintain the operation of the system?
for example
In the traditional real estate brokerage industry, in the process of second-hand housing transactions, the workflow of real estate agents
The first step is to obtain housing information;
The second step is to post a house listing that may not be real and leave his phone number;
The third step is to take you to see the house and convince you to buy the house;
The fourth step is to take you through all the processes from mortgage loan to transfer.
Common problems during the process
First, the transaction efficiency is low and the transaction time is long.
Second, all links interact with each other. If one link gets stuck, the entire transaction cannot be blocked.
How to break the shell game
The entire transaction process is divided into ten links, and the broker has a corresponding role in each link.
Listing party
Property entry person
Property maintainer
Check out the real estate
Entrusted spare parts person
property key holder
Customer source
Property recommender
Property transaction person
Listing Partner
First person to see the property
Transaction Advisor
focus
Set up a system and process to allow those who are only suited to play one or two roles to play their roles in the middle. It allows a large number of people who do not belong to the same organization, but each have fragmented capabilities and modular resources, to come together to complete a project.
list of shared values
For example
What are the organization's core values?
How is the culture of an organization shaped?
How influential are the organization’s values?
What are the basic values on which the organization relies?
Give a chestnut
The value of Nongfu Spring is “farmer”, which means “it’s faster to take your time”.
how do I say this?
Fushan Spring insists on getting water from Qiandao Lake, Changbai Mountain, Emei Mountain and other places. These places sound far away from the hustle and bustle, and they can remind you of the beauty of nature.
When it looks for water far away from the hustle and bustle, it seems to be a thankless task, but in the process, it slowly builds a moat for itself.
It is better to live longer than to earn more. It sacrifices speed to a considerable extent, but when the layout is completed, it also has stability and sustainability.
style list
What is the organization's management/leadership style?
How effective is leadership?
Does the organization pay attention to creating an atmosphere?
Do relationships among employees tend to be competitive or cooperative?
What is the basis for the division of labor within teams within the organization?
Personnel list
What competencies are currently demonstrated by people in the organization?
What positions are currently vacant? Why?
Is there a gap between the current capabilities of employees and their goals? How much of a gap exists?
What kind of working status does the organization need from its personnel?
Skills list
For example?
What skills does the organization need to achieve its goals?
Are there skills gaps within the organization?
Are the current skills of the employee/team adequate for the work that needs to be done?
How are these skills assessed and rewarded?
for example
Lululemon
A company that only makes sportswear for yoga enthusiasts.
Lululemon keenly discovered that users have a series of pain points when wearing sportswear to practice yoga.
What was solved?
The first thing it needs to solve is how to make yoga clothes feel like a "second skin" after wearing them, that is, naked, that is, light and thin!
If it is too thin and light, but the stretchability is very good, it will bring a new problem - will the user expose the privacy of the body when stretching?
It's so thin and light, how about its sweat absorption properties? Therefore, it must be very thin, elastic, and very sweat-absorbent at the same time.
It absorbs sweat so well, but what if it produces odor if it is not cleaned in time?
What is the sequence of using 7S process?
The first step is to start with shared values
Do shared values match organizational strategies, structures, and systems?
If it doesn't match, what needs to be changed?
The second step is to examine the “hardware” part
Do the various "hardware" elements match each other?
If it doesn't match, what changes need to be made?
The third step is to examine the “software” part
Does the "software" support the "hardware" and do the various "software" elements match each other?
If it doesn't match, what needs to be changed?
Goal management methods in the digital age
OKR
OKR (Objectives and Key Results) is a set of management tools and methods for clarifying and tracking goals and their completion. It was invented by Intel founder Andy Grove.
What are OKRs?
Objectives
Target
What do we want to achieve?
Key Results
key results
How do we achieve this?
Five major characteristics of OKR
goal thinking
OKR is a structured goal setting system. Its implementation process is top-down. The order of setting goals is company, department, group, and individual.
focus
Structured Goal Setting System
Focused thinking
Goal setting should be few but precise. Too many goals will lead to inability to effectively focus during the year. Firmly grasp the highest priority and most critical goals
focus
Top priority
Most critical
collaborative thinking
It is an extension of goal thinking. To determine goals, we first ask basic employees to discuss their own goals, departmental goals, and then summarize the company's goals. This is a bottom-up process; then the top-down goals are decomposed. Horizontal collaborative analysis can also be conducted to supplement goals based on the closeness of cooperation between different departments and teams.
focus
Vertical decomposition
Company goals
Horizontal collaboration
department goals
team goals
personal goals
Horizontal decomposition
team
department
Agile thinking
customer oriented
data oriented
open information
Continuous follow-up
Iterate quickly
growth mindset
The goal (O) is generally set with a commitment value and a challenge value. The commitment value is 100% completion, while the challenge value is more challenging, so that you will continue to strive for your goals without missing the deadline. Just accomplish the goal.
focus
Challenging
challenge
Commitment
100% completed
How to set OKRs?
How to set goals (O)?
All OKRs from superiors are taken over by subordinates
The superior's KR becomes the subordinate's O
The subordinate O supports the superior KR
How to break down key results (KR)?
The so-called KR is what we must do in order to achieve this goal. It must have the following characteristics
It must be able to directly achieve the goal;
You must be enterprising and innovative, and it doesn’t have to be routine;
It must be based on output or results, measurable, and set scoring standards;
Not too many, generally no more than 4 KR for each target;
It must be related to time.
How are OKRs promoted within the team?
team co-creation method
meeting preparation
Create an environment
Discussion method
Seat layout
Meeting materials
random group
Main body introduction
Theme of the seminar—Annual OKR
personal brainstorming
Personal independent thinking recorded on sticky notes
Permutations
Each person selects the most important post-it note and discusses the classification. The same categories are in one column.
Refining central words
Extract Guan Nen words by column, Langtong deepens the impact
Sort by importance
Result presentation
Sand table drill method
meeting preparation
relaxing environment
way of discussion
Conference Materials
clear planning
Respect everyone's ideas
Listen to the other person's point of view
Search for consensus and action
group meeting
significance
status quo
reason
action
Target
Team members re-categorize the templates
Check according to OKR checkpoints
What are the considerations for pushing?
First of all, we must "work together" and fully listen to the opinions of lower-level employees on the goal (O)
Revise the strategy on a rolling basis and determine annual goals (O) and quarterly goals (O).
What are the OKR incentives?
Encourage OKR promotion
OKR Ambassador Award
Employees with a deep understanding of OKRs
Write objectives and key results that meet OKR requirements
Key results are in line with SMART principles
Key results can support OKRs to achieve goals
Goals are challenging and proactively share OKR goals
Regularly update OKR progress staff
OKR Excellent Team Award
OKR is promoted among all employees
OKR development process and step results comply with specifications
Regularly track OKRs and conduct monthly and quarterly meetings to review OKRs in a timely manner
Encourage teamwork
Teamwork Award
Set organizational target bonus pool
The bonus pool is linked to the team’s OKR, and team bonuses are set
Link individual performance to the team’s bonus pool
All Staff Recognition Award
Award medals
Medals can only be issued to TA people
Give positive feedback to colleagues for their efforts
Encourage responsible commitment
Personal timely award
Provide timely recognition to employees when they achieve achievements based on their efforts
Team Celebration Award
After the team has gone through normal hard work and achieved great results, the manager organizes the team to celebrate
Encourage innovative breakthroughs
Excellent Project Award
Give rewards based on results
Innovation Breakthrough Award
Give rewards based on innovative breakthroughs
Things to note about OKRs
Clear objectives
OKR requires clear goals, so it is suitable for organizations or individuals who have already determined clear goals. If you don’t know what your organization or person wants to achieve, then OKRs aren’t for you
Autonomous management
OKR relies on the autonomous management of teams and individuals, so it is suitable for organizations or individuals who have a certain degree of autonomy. If your organization or people require strict management and supervision, OKR may not be suitable for you.
Need continuous improvement
OKR emphasizes continuous improvement, so it is suitable for organizations or individuals who need to continuously optimize and improve performance. If your organization or everyone thinks it has reached a state of perfection, OKRs may not be for you.
teamwork
OKR requires teamwork, so it is suitable for organizations or individuals that emphasize teamwork. If your organization or people focus more on individual performance than teamwork, then OKR may not be for you.
Pay attention to measurement
OKR requires clear measurement and feedback mechanisms, so it is suitable for organizations or individuals who focus on data and measurement. If your organization or individual doesn't care about data or doesn't know how to measure goals, OKRs may not be for you.
periodic evaluation
OKR requires periodic evaluation, so it is suitable for organizations or individuals who need to regularly check and adjust performance. If your organization or individual is unwilling or doesn't know how to regularly evaluate performance, OKRs may not be for you.
strategic priority
OKR needs to link goals and strategies, so it is suitable for organizations or individuals who focus on strategic planning and execution. If your organization or individual doesn’t have a strategic plan or doesn’t know how to connect goals to strategy, then OKRs may not be for you.