Improving Business Performance4200175

A frequently unstated objective of any organisation, no matter sector, should obviously be to perform to as high a level as possible. But the facts that drives Hospitality? Why the real difference between the best and all others? Performance is the thing that counts, it will be the factor where everything and everyone seems to be measured. Business and personal objectives are placed together with the overriding intent of driving better performance and improved outcomes. The level of performance being achieved comes down to what folks are performing, peak performance is all about doing the correct things on the correct time. Its about behaviour, all performance whether bad or good is driven with this. This is across all fields of human endeavour for example sport, behaviour drives results.

It's not to convey that process and procedure don't possess their place, needless to say they actually do. Defined procedures provide framework and structure, and as a consequence facilitate more consistent and much more focused behaviour. But there should be an equilibrium, rigid and slavish approaches stifle creativity and limit individuals flexibility to react to change. One constant that most organisations need to reply to is change, whether externally or internally driven it must be managed. Methods for doing stuff that worked previously become ineffective or inappropriate, change of behaviour becomes a requirement - indeed business survival may rely on it. The place to begin for improving performance is usually to know what will be done currently, this means observing and measuring current behaviour. In case you cant measure it you cannot regulate it, this also causes it to be very challenging improve it. As soon as you exactly what you are doing and the results this provides, you will find the power to challenge the several aspects of this and choose the proper changes to create. This can involve changing current behaviour. There have been various management fads such as 'Business Process Re-engineering' that had been designed to drive required change. Whilst the intent was good, because name implies the main objective was all around the process and incredibly often the people mixed up in process were the secondary consideration or broadly ignored. New process and procedure was then imposed on people who often felt resentful with this or undervalued, unsurprisingly the resulting change was often minimal and frequently negative and disruptive. Teams dont suddenly change behaviour because they are told to. Difference in behaviour by individuals drive change in team behaviour and performance. Its an interesting area of human behaviour that folks often change given that they want to, not because they are told to. People dont generally being a great deal of change, it threatens their comfort zone. This really is another regular failure time organisational change plans, they often times expect visitors to change because they tell them to. Its a great deal more effective to have individuals bought directly into required change than to attempt to impose it. A very effective means of achieving this would be to ask the person doing the job what you can do to improve its usefulness, nobody knows better than them, and when it can be their idea they'll both embrace and drive the behavioural change required.