Improving Business Performance9436392

A frequently unstated objective of any organisation, irrespective of sector, should obviously be to execute to as high an even as possible. But what is it that drives Visitor Registration? The thing that makes the difference involving the best and everyone else? Performance is the thing that counts, it will be the factor through which everything and everyone seems to be measured. Personal and business objectives are set together with the overriding intent of driving better performance and improved outcomes. How much performance being achieved amounts to what individuals are going to do, peak performance is around doing the proper things on the proper time. Its about behaviour, all performance whether good or bad is driven with that. This is across all fields of human endeavour for example sport, behaviour drives results.

This is not to state that process and procedure do not have their place, obviously they are doing. Defined procedures provide framework and structure, also facilitate more consistent plus much more focused behaviour. But there ought to be a balance, rigid and slavish approaches stifle creativity and limit individuals flexibility to reply to change. One constant that most organisations have to answer is change, whether externally or internally driven it should be managed. Methods for doing things that worked previously become ineffective or inappropriate, change of behaviour turns into a requirement - indeed business survival may depend on it. The start line for improving performance is usually to determine what will be done currently, this implies observing and measuring current behaviour. In case you cant measure it you cannot keep it in check, this also makes it very challenging improve it. When you know just what you do and the results thus giving, you will find the ability to challenge the different facets of this and decide on the appropriate changes to make. This will involve changing current behaviour. There were various management fads for example 'Business Process Re-engineering' which were intended to drive required change. Even though the intent was good, as the name implies the main focus was all about the process and very often the people active in the process were sometimes a secondary consideration or broadly ignored. New process and procedure ended up being imposed on those who often felt resentful with this or undervalued, unsurprisingly the resulting change was often minimal and quite often negative and disruptive. Teams dont suddenly change behaviour because they're told to. Difference in behaviour by individuals drive difference in team behaviour and gratification. Its a fascinating part of human behaviour that individuals tend to change simply because they wish to, not since they're told to. People dont generally just like a lots of change, it threatens their comfort zone. This is another regular failure reason for organisational change plans, they often times expect visitors to change even though they let them know to. Its a lot more effective to acquire individuals bought into required change instead of attempt to impose it. A great means of carrying this out is to ask the person carrying out work you skill to enhance its usefulness, nobody knows a lot better than them, and when it's their idea they'll both embrace and drive the behavioural change required.